Tag Archive for: Employment

Employment Rights Bill

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The Government published the Employment Rights Bill on Thursday 10th October. Here are the key proposed changes you should be aware of, should they become law, there is no firm date yet for when that would happen but it’s likely to be at some point next year:

  1. Unfair Dismissal: Protection from unfair dismissal will now be a ‘day one’ right, eliminating the two-year qualifying period.
  2. Probation periods: The Government will consult on a statutory probation period for new hires, we are expecting either six or nine months.
  3. Zero-Hours Contracts: Those on zero or low hours contracts will have the right to a guaranteed hours contract if they regularly work a defined number of hours.
  4. Fire and Rehire Practices: The Bill will mean that it will be automatically unfair to dismiss an employee for refusing a contract variation. This will be a significant change.
  5. Parental Leave: New rights for paternity, unpaid parental, and bereavement leave will be introduced from day one.
  6. Sick Pay: Statutory sick pay will become a ‘day one’ right, with the removal of the three-day waiting period and the lower earnings limit.
  7. Flexible Working: Flexible working will be strengthened by making it the default where this is ‘practical.’
  8. Protection for Parents: Enhanced protections for pregnant women and new mothers will be implemented, including protection from dismissal during pregnancy and maternity leave.
  9. Minimum Wage: The minimum wage will consider the cost of living, and discriminatory age bands will be removed
  10. Full liability for employers for third party harassment – this would be a significant change.
  11. Protected disclosures (aka whistleblowing) – allegations of sexual harassment will be covered.

The Government has also said that it will publish a ‘Next Steps’ document which will outline future reforms, including:

  1. A ‘right to switch off’ to prevent out-of-hours contact, except in emergencies.
  2. A commitment to tackle pay discrimination by expanding the Equality (Race and Disparity) Bill to mandate large employers to report on ethnicity and disability pay gaps.
  3. A move towards a simpler two-part framework for employment status.
  4. Reviews of parental leave and carers leave systems.

We anticipate you want to consider how you might be impacted by this Bill (should some or all of it become law). We will keep you updated on any further news through our monthly People Spotlight articles so do keep an eye out for them.

For specialist advice on employee wellbeing initiatives and mental health support in the workplace, contact Simon Martin in our team on at 07384 813076.

World Mental Health Day 2024: Prioritising mental health in the workplace

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As burnout rates continue to rise across industries, it has never been more important for organisations to take proactive steps to create healthier and more supportive working environments.

In recognition of this month’s World Mental Health Day and its theme “It is Time to Prioritise Mental Health in the Workplace”, we consider the impact of burnout on employees as well as organisations, the critical importance of placing mental health at the heart of organisational priorities, and outline the key strategies employers can adopt to mitigate and prevent it.

The impact of burnout

Burnout is not just an individual issue – it’s a widespread organisational crisis. Employees who experience burnout often face stress, anxiety, depression and exhaustion. This, in turn, leads to increased absenteeism, presenteeism, disengagement, and higher staff turnover. According to the Chartered Institute of Personnel and Development (CIPD) Health and Wellbeing at Work Survey 2023, mental health issues, including burnout, are one of the leading causes of long-term sickness absence. The average rate of employee absence per year has risen to 7.8 days per year, the highest in over a decade. If left unchecked, burnout not only harms employees’ mental health, but also affects the organisation’s overall efficiency.

Bridging the gap: From impact to solutions

Addressing burnout requires a multi-faceted approach that balances immediate support with long-term cultural change. Organisations that fail to act risk further exacerbating the consequences, while those that take proactive steps can create a healthier, more resilient workforce.  Outlined below are some key strategies for organisations to implement in order to assist with eliminating burnout.

Organisational strategies to eliminate burnout

  1. Set realistic expectations: Unmanageable workloads are a primary driver of burnout. Managers should set clear, achievable goals, redistribute tasks when necessary, and conduct regular reviews of workloads to prevent employees from feeling overwhelmed. Realistic expectations contribute to a healthier and more productive environment.
  2. Foster a supportive culture: Open conversations about mental health are crucial for reducing burnout. Employees should feel safe discussing their stress levels without fear of stigma. Training managers to recognise signs of burnout and providing support while fostering a culture of open dialogue around mental health can significantly reduce risk.
  3. Promote work-life balance: A balanced workload is essential for mental wellbeing. Offering flexible working hours, encouraging regular breaks, and ensuring employees take their vacation time are critical measures to prevent burnout.
  4. Provide mental health resources: Offering access to Employee Assistance Programmes (EAPs), counselling services, and mental health days gives employees vital tools to manage stress before it escalates into burnout. Implementing wellness initiatives and hosting mental health workshops also help to build awareness and resilience.
  5. Encourage autonomy and recognition: Empowering employees with control over their tasks and schedules helps reduce stress and improves job satisfaction. Recognising employee contributions boosts morale and combats emotional exhaustion, helping to prevent burnout from taking root.

Prioritising mental health in the workplace is not just a one-day initiative; it’s a long-term commitment that organisations must embrace all year-round. By taking meaningful steps to address burnout and foster a culture of mental wellbeing, organisations can ensure a more engaged, resilient, and productive workforce.

For specialist advice on employee wellbeing initiatives and mental health support in the workplace, contact Megan Britz in our team on at 07468 698957.

Race & diversity in the workplace – The Bristol Bus Boycott and beyond

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Last month, the West of England branch of the CIPD held an event at the VWV Bristol office, focused on race and diversity in the workplace. The key speaker was the exceptionally inspirational Julz Davis of Curiosity UnLtd, a ‘think-and-do tank’ who aim to “transform Bristol from the 7th worst into the best place to live in the UK for People of Colour”.

The event was themed around the Bristol Bus Boycott of 1963, which is regarded as one of the pivotal moment in the fight against racial discrimination in the UK. It began when local activists became aware that the Bristol Omnibus Company, a state-owned company, had a ‘colour bar’ in place which meant that the company refused to employ Black or Asian bus crews. 

This led to a boycott of the bus company and a series of other protests, with support from the wider community and from the then Bristol Labour MP Tony Benn. The boycott gained significant attention, eventually forcing the bus company to reverse its policy, and highlighted the need for legislative change to address widespread racial inequality.

The protests played an influential role in the development of the Race Relations Act 1965, the first piece of legislation in the UK to address racial discrimination. While the Act initially only focused on discrimination in public spaces, it laid the groundwork for future legislation that would tackle racial inequality in more areas of society, including employment. The Race Relations Act 1968 would follow, extending protections to housing and employment, with both Acts sitting at the heart of The Equality Act 2010. 

For employers today, the legacy of the Bristol Bus Boycott remains a crucial reminder of the importance of fostering inclusive workplaces. The world of employment has seen major advancements in ensuring fairness and equality since 1963, but there is still a great deal of work to be done.

On 10th October 2024, the new Government set out its ambitions in this area in the document “Next Steps to Make Work Pay”, which includes reference to the Equality (Race and Disability) Bill. This is intended to include measures such as the right to equal pay for Black, Asian, and ethnic minority individuals, as well as disabled people. This would mean that equal pay claims on the basis of ethnicity or disability would be treated the same as those made by women, and that employers with more than 250 employees would be required to publish ethnicity and disability pay gap reports to reveal any disparities in wages between different groups.

You can find out more about the Bristol Bus Boycott 360 campaign here.

Practical tips for increasing race equality in the workplace

  • Commit to Diversity Goals: Set clear, measurable diversity and inclusion goals, and regularly track progress to ensure accountability.
  • Implement Bias Training: Provide training on unconscious bias and cultural competence for all employees, focusing on how biases can affect decision-making and workplace dynamics.
  • Diversify Recruitment Channels: Expand recruitment efforts to include diverse job boards, community organisations, and colleges to attract a wider range of candidates.
  • Improve Selection Practices: Use structured interviews and standardised evaluation criteria to minimise bias in the hiring process, ensuring all candidates are assessed fairly.
  • Foster an Inclusive Culture: Promote an environment where all employees feel valued and included by celebrating diverse cultures and perspectives through events and initiatives.
  • Provide Mentorship Opportunities: Establish mentorship programmes that connect employees from underrepresented backgrounds with senior leaders to support career development and growth.
  • Regularly Review Policies: Evaluate and revise workplace policies to identify and eliminate practices that may unintentionally disadvantage employees from diverse racial backgrounds.
  • Solicit Feedback and Act on It: Create channels for employees to share their experiences and suggestions regarding race equality, and actively implement changes based on their feedback.

For specialist support on this topic or to discuss any other HR matter, please contact Andrew Miles in our team on 07468 698 975.

Understanding the new Sexual Harassment Prevention Duty

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In recent years, the conversation around workplace culture and employee wellbeing has intensified, particularly regarding the issues of sexual harassment.

On 26 October 2024, the Worker Protection (Amendment of Equality Act 2010) Act 2023 introduces new sections into the Equality Act 2010, placing employers under a duty to take ‘reasonable steps’ to prevent the sexual harassment of their employees in the course of their employment.  In this article we outline the key aspects of this new Preventative Duty and the practical steps employers should be taking to ensure compliance.

What is the new duty?

The duty places a proactive responsibility on employers to prevent sexual harassment in the workplace, including a duty to protect workers from harassment (of all types) by third parties such as customers or clients. It outlines that employers are required not only to respond effectively to incidents of harassment but also to take reasonable steps to prevent such incidents from occurring in the first place.

Key features of the duty:

  • Proactive Prevention: Employers must implement policies and training aimed at preventing sexual harassment. 
  • Cultural Assessment: A focus on workplace culture will be essential. Employers are encouraged to regularly assess their workplace environment and practices.
  • Clear Reporting Procedures: There must be clear mechanisms in place for employees to report harassment without fear of retaliation.
  • Accountability: Employers can be held accountable not just for incidents that occur but also for failing to take adequate preventative measures.

Employment tribunals will be able to award an uplift of up to 25% to an employee’s discrimination compensation where they find that there has been a breach of the duty.  Given that compensation awards for harassment claims are uncapped, failing to comply with the new duty could be costly.

Practical steps employers should undertake now

1. Conduct a culture audit

Start with a thorough culture audit to assess the current state of your workplace. This should include:

  • Employee Surveys: Gather anonymous feedback on perceptions of workplace safety, inclusivity, and experiences with harassment.
  • Focus Groups: Conduct focus groups to gain deeper insights into employee concerns and suggestions for improvement.
  • Policy Review: Assess existing policies related to harassment, discrimination, and reporting mechanisms. Ensure they align with the new duty.

2. Risk assessments

Implement risk assessments focused on identifying potential harassment risks specific to your workplace. This includes:

  • Identifying High-Risk Areas: Assess departments or roles where incidents may be more likely to occur, such as those involving power dynamics or close personal interactions.
  • Environmental Factors: Consider workplace layout, social activities, and remote working practices that could contribute to harassment risks.

3. Training and awareness

Develop comprehensive training programmes tailored to your organisation’s needs:

  • Mandatory Training: Ensure all employees, including leadership, undergo training on sexual harassment, focusing on recognising, preventing, and responding to inappropriate behaviour.
  • Regular Refreshers: Establish ongoing training sessions to keep the conversation alive and encourage continuous learning.

4. Enhance reporting mechanisms

Make it easy for employees to report incidents:

  • Anonymous Reporting Options: Consider introducing secure and anonymous channels for reporting harassment, ensuring employees feel safe to speak up.
  • Clear Procedures: Develop and communicate clear procedures for how reports will be handled and the support available to those who come forward.

5. Foster open communication

Create an environment where employees feel empowered to discuss concerns:

  • Regular Check-ins: Encourage managers to conduct regular one-on-one check-ins with their team members to discuss workplace culture and any concerns they may have.
  • Leadership Role: Ensure leaders model appropriate behaviour and promote a zero-tolerance stance on harassment.

6. Monitor and evaluate

Implement a system to monitor the effectiveness of your measures:

  • Regular Reviews: Set up a schedule for regular reviews of harassment policies and procedures, incorporating employee feedback.
  • Incident Tracking: Keep track of reported incidents and responses, using this data to inform future training and policies.

Conclusion

The new Preventative Duty presents both challenges and opportunities for organisations. By taking proactive steps now – conducting audits, implementing robust training programmes and fostering a culture of continuous review and open communication – employers can not only comply with the new legislation but also contribute to a more respectful and inclusive workplace.

If you would like discuss how you can ensure your organisation is compliant with the new duty, or to enquire about our Workplace Culture Strategy Support Package, training courses, or risk assessment templates, please contact Jo Bradbury in our team, on 07570 372118.

The new Growth and Skills Levy and Skills England

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The Government has announced the introduction of a new growth and skills levy to replace the current apprenticeship levy. With the implementation date as yet unknown, we consider what is known so far about the new levy alongside the recent announcement on Skills England, and the implications for employers.

What do we know about the new levy?

The growth and skills levy are likely to have a broader goal than the current apprenticeship levy. It’s focused on funding skills development across the board, not just apprenticeships, and it’s geared towards supporting economic growth by addressing a wider range of training needs in the workforce.

Speaking at the recent Labour annual conference, the Prime Minister said the “new apprenticeships will give young people a route in to careers in critical sectors, enabling them to earn a wage whilst developing skills”, adding “We’ve got to give businesses more flexibility to adapt to real training needs.”

As well as identifying that the focus for funding will be for those at the beginning of their careers, the announcement suggests that apprenticeships for the equivalent of a master’s degree will no longer be funded by the levy.

What are the key differences between the Apprenticeship levy and Growth and Skills levy?

With the apprenticeship levy, any money employers pay in can only be used for apprenticeship training and assessments, which must last at least 12 months. The funds are accessed through an online account, and if you don’t spend the money within two years, it expires. It’s strictly for apprenticeship-related training that leads to qualifications.

The growth and skills levy is more flexible. Employers could use the funds for different types of training, such as leadership courses, reskilling staff for new roles, or more specialised industry training. It will allow funding for shorter apprenticeships, giving learners and employers greater flexibility over their training than under the existing system. The aim is to support growth by filling various skill gaps, not just through apprenticeships.

Skills England

In related news, the Government launched Skills England in July to help identify skills needs. It has suggested there is a very real and pressing need for such a review, reporting that between 2017 and 2022 skills shortages in this country doubled to more than half a million, and now account for 36% of job vacancies.

Speaking about the purpose of Skills England, Education Secretary Bridget Phillipson said it will “jumpstart young people’s careers and galvanise local economies. It will bring businesses together with trade unions, mayors, universities, colleges and training providers to give us a complete picture of skills gaps nationwide, boost growth in all corners of the country and give people the opportunity to get on in life”.  In its first report, published on 24 September 2024, Skills England has assessed working skills across the country and future skills needs and gaps. It has analysed the spread of skills across regions and looked at jobs in high demand and skills needed in key sectors.

What’s next?

The Government has said further detail on the new levy will follow “in due course”.  Skills England says it will ‘engage with stakeholders’ in the autumn of 2024, via round tables and webinars, to test and refine its initial assessment of skills needed. It will also consult employers and other stakeholders about what training the growth and skills levy should fund.

As recruitment budgets come under pressure and skills gaps increase, some organisations could find the new levy provides opportunities for creative ways to manage those resource challenges. 

We will of course keep you up to date with developments. In the meantime, if you would like to discuss this topic further or any other HR matter, please contact Simon Martin in our team on 07384 813 076.

Baby Loss Awareness Week: what can employers do to support?

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In recognition of Baby Loss Awareness Week next month (9-15 October), we look at the statutory obligations and how workplaces can support staff affected by baby and pregnancy loss.

The inaugural baby loss awareness day was on October 15 2002 and was initiated by a group of parents. The annual campaign is now organized by the Baby Loss Awareness Alliance, which has a working party formed of six charities. These are:

  • Sands – saving babies lives. Supporting bereaved families
  • Bliss – for babies born premature or sick
  • The Ectopic Pregnancy Trust
  • The lullaby trust – safer sleep for babies, support for families
  • The Miscarriage Association; and
  • Tommy’s

Baby Loss Awareness Week is described by them as an opportunity:

  • To support bereaved parents and families and to unite with others across the world to commemorate their babies’ lives and lost pregnancies
  • To raise awareness about pregnancy and baby loss
  • To drive improvements in care and support for anyone affected and in the prevention of pregnancy and baby loss

How can you support this campaign?

Organisations can show their support for Baby Loss Awareness week in a number of ways. There are template posters and social media banners on the website, workplaces can hold an event or order pink and blue pins that staff can opt to wear. John Lewis is a big supporter of the campaign and in 2023 it lit up it’s flagship store in London in shades of pink and blue to mark the start of Baby Loss Awareness Week.

Support for your workforce

If you are reading this article and interested in supporting Baby Loss Awareness Week, then chances are you might also be wondering what support you are required to have in place and what opportunities there might be to enhance that.

Pregnancy and baby loss can occur in the form of miscarriage or stillbirth. A stillbirth happens when a baby is not born alive after 24 or more weeks of pregnancy, occurring in about 1 in every 200 births in England. If a baby dies before 24 weeks, this is considered a miscarriage of late foetal loss.

These distinctions are important when it comes to the statutory entitlements available to employees. When a baby is stillborn after 24 weeks or born alive at any stage but does not survive (referred to as neonatal death), all legal rights related to childbirth apply. This includes entitlement to maternity leave.

  • Maternity leave begins the day after the birth if it hasn’t started already.
  • Employees can return to work before the end of maternity leave by giving eight weeks’ notice. An employer may accept a shorter notice period, but employees cannot return during the first two weeks after the birth due to compulsory maternity leave regulations.
  • Both parents may also be eligible for statutory parental bereavement leave and pay in cases of stillbirth or neonatal death, in addition to maternity and paternity leave.

If a miscarriage occurs within the first 24 weeks of pregnancy, it is not legally classified as childbirth. As a result, parents are not entitled to statutory maternity, paternity, or parental bereavement leave. However, any necessary leave can be treated as pregnancy-related sickness under standard sickness policies.

Opportunities to offer additional support

In recognition of the challenge any form of baby loss can have on affected staff, some employers choose to offer additional support to any statutory entitlements. This can include a period of paid leave and support in cases of pregnancy loss at any stage. Some employers have taken a more proactive approach and developed specific policies covering miscarriage, stillbirth, neonatal death, unsuccessful fertility treatments, and abortion.

These polices can cover things like what an employee should do if they suffer a miscarriage whilst at work, signpost employees to internal support systems such as an Employee Assistance Programme (EAP) or a pregnancy or baby loss champion, if there is one, to explain entitlements to leave and pay. Recognising that baby loss can be a very individual experience, some employers choose to involve their staff in the development of any such policies, to ensure the support offered is relevant and meaningful for all staff. Taking this approach can really help to demonstrate an organisation’s commitment to supporting employees and provide a clear framework and reference point to help everyone during what is likely to be a very distressing time for the individuals affected.

Baby Loss Awareness week is an opportunity to actively showcase your support with communication campaigns and events. As with many sensitive topics, creating the space for discussion is often the starting point and can facilitate opportunities for further engagement. But most of all, a genuinely compassionate, supportive and thoughtful approach is likely to be hugely appreciated and give individuals one less thing to worry about as they recover from their loss.

If you would like any support or advice on this topic, please contact Sarah Martin in our team on 07799 136 091.

Happiness at work: a key ingredient for productivity, creativity, and overall organisational success

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In the month when we celebrated International Happiness at Work (23 – 27 September), we consider the rationale behind prioritising ’employee happiness’ and suggest actions employers can take to bring it to life in their workplaces.

Why is happiness at work important?

Research has shown that employees who are happy and feel a sense of wellbeing at work tend to be more productive, take fewer sick days, and contribute to a more positive and collaborative work environment. One such piece of research by Oxford University Saïd Business School found a conclusive link between happiness and productivity. In their research of call centre staff, they found that happy employees not only worked faster, making more calls per hour, but also achieved 13% higher sales than their unhappy colleagues. The CIPD and the Harvard Business Review agree and also point to the link between staff happiness and retention and engagement.

The call to action

Acknowledging the importance of happiness at work on its own is not enough. Employers need to take actionable steps to create a more positive and fulfilling working environment. Here are some ways your organisation can make happiness a priority:

  1. Organise Wellbeing Workshops: Host sessions focused on mindfulness, stress management, and work-life balance. Providing employees with tools and techniques to manage their wellbeing can make a significant difference in their daily work experience.
  2. Encourage Open Communication: Create an open forum where employees can share their thoughts and suggestions on how to improve their working environment. You might use online engagement tools, suggestions boxes or just talk to your staff. Whichever mechanisms you choose, listening to and importantly, acting on employee feedback can enhance their sense of belonging and satisfaction.
  3. Recognise and Celebrate Achievements: Recognise and celebrate the achievements of your team members. You might use formal awards, shout-outs, or simple in-person acknowledgments – celebrating success fosters a positive and motivated atmosphere.
  4. Promote Work-Life Balance: As remote and hybrid work models become more prevalent, it’s easier than ever for the lines between work and home life to become blurred. Promote flexible working arrangements or opportunities for additional time off. Encourage positive working practices at all levels to set boundaries, enabling staff to switch off after work hours. Supporting employees in achieving a better work-life balance can reduce burnout and increase overall happiness.
  5. Foster Team Building: Team relationships play a crucial role in creating a happy, productive workforce. Whatever team-building activities you plan, make sure they are both enjoyable and inclusive. Building strong relationships can create a more collaborative, innovative and supportive team. Strong team bonds can also lead to lower employee turnover.
  6. Offer Wellness Initiatives: Consider introducing wellness programmes such as fitness challenges, healthy eating options, or mental health resources. Investing in employee wellbeing demonstrates a commitment to happiness and health.

While International Week of Happiness at Work shines a spotlight on employee wellbeing, creating a culture of happiness and support should be an ongoing effort. Use it as an opportunity to reassess your organisation’s approach to employee happiness and consider if there are ways you can enhance that offering, to embed a culture of joy and wellbeing into the fabric of your organisation. By focusing on wellbeing initiatives, open communication, work-life balance, team building and recognition, you can create a culture where employees feel happy, valued, and motivated to succeed, for themselves and for your organisation.

For specialist advice on how you can create and sustain a positive workplace culture, contact Megan Britz in our team on 07468 698957.

Positive Discrimination – what employers need to know

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The recent case of Turner-Robson and others v Chief Constable of Thames Valley Police highlighted the dangers of unlawful positive discrimination in the workplace.

Diversity and inclusion are critical for thriving workplaces, benefiting employees and employers alike. A diverse workforce fosters innovation, broadens perspectives, and enhances decision-making. However, achieving this diversity remains a challenge in many sectors. The Equality Act 2010, includes provisions for ‘positive action’ to help address these imbalances.

Positive Action versus Positive Discrimination

Positive action is distinct from positive discrimination, which remains unlawful in England and Wales. While positive action aims to level the playing field by addressing barriers faced by underrepresented groups, positive discrimination would for example involve favouring a less qualified candidate solely because they belong to a protected group. Positive action ensures fairness by giving all candidates an equal opportunity to succeed.

What does the law allow?

The Equality Act 2010 allows for proportionate positive action for groups of people who share a ‘protected characteristic’ to reduce disadvantage, meet different needs and increase participation.

Within the Act, there are two forms of positive action:

  1. General Positive Action (Section 158): This provision allows employers to implement measures to address disadvantages or low participation rates among certain groups. This can include offering training programmes or development initiatives, and running direct communication campaigns aimed at attracting or supporting these groups.
  2. Tie-break Positive Action (Section 159): When two candidates are equally qualified, this provision allows an employer to favour a candidate from a disadvantaged or underrepresented group if they believe that doing so will encourage diversity within their workforce. However, this must be proportionate and must not be automatic (i.e. there should not be a policy to do so). It can only be applied when the candidates are objectively assessed as being equally qualified for the role.

What do you need to consider before implementing Positive Action

Positive action should be proportionate, targeted action to alleviate a disadvantage. There are some key steps you should follow which will help you create a successful positive action programme:

  • Firstly, consider what evidence you have of the disadvantage, particular need, or low participation among some groups and then look at identifying the root cause of this
  • The next step is to identify what you are trying to achieve and the aims of any action
  • Once you understand your aims, consider what measures you can implement to achieve these
  • Regularly review progress against those measures to assess whether the programme is still proportionate
  • Finally, don’t forget to speak to your employees about the measures, employee input will not only help define any programme it will also help them to understand any new initiative

What pitfalls do you need to avoid when considering positive action

Remember that positive action must be proportionate, or it could result in a legal challenge.  To avoid this, employers should:

  • Have some evidence to back-up the assertion that they ‘reasonably think’ there is a disadvantage. The evidence does not need to be extensive but should be sufficient to support the decision to implement any programme. 
  • Use targets not quotas to meet recruitment needs. Quotas are mandatory and could lead to you making appointments or promotions based solely on a persons protected characteristic and not on merit. Instead, set targets which are more flexible and will allow you to continue to appoint the best candidate.

Examples of Positive Action

There are several things that you can do to increase the diversity in your workforce including recruitment, promotion and retention of existing staff:

  • Targeted advertising of vacancies to increase the participation from underrepresented groups in your workplace
  • Increasing the number of underrepresented groups in senior management by offering mentoring opportunities to employees from that group
  • Targeting work experience for underrepresented groups
  • Creating staff groups for employees who share protected characteristics
  • Appointing a candidate from an underrepresented group in a tie-break situation

What else can I do?

You can also take more general action to increase diversity in your workplace. Not all action you take will necessarily fall within positive action under the Act, if it does not have a negative impact on another group with a different protected characteristic. Examples of action you can take might include:

  • Targeting adverts in publications aimed at underrepresented groups whilst at the same time advertising the role more generally
  • Ensuring that your recruitment is inclusive and any job adverts that you create do not use outdated stereotypical language that may deter applicants from certain groups
  • Consider using ‘blind applications’ for recruitment avoiding the possibility of bias in the early stages of recruitment

Don’t forget that not all underrepresented groups share a protected characteristic, you may also wish to consider the socio-economic background of your workforce and whether there are measures that could also be taken to increase diversity in this area. You should still be mindful of the impact of any such programmes on people who share a protected characteristic.

For further information on this topic or to discuss how you can implement positive action in your workplace, please contact Lisa Reynolds in our team on 07771 316 123.

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Labour’s plans to make work pay: progress so far

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The ongoing debate around the proposed changes to UK employment laws, promised as part of Labour’s election campaign has left many employers in a state of uncertainty, preparing for potential shifts that could significantly impact their operations.

The Government’s proposals—while not yet law—signal an increasing emphasis on worker rights and greater regulation of employment practices. For employers, these changes could bring both opportunities and challenges, depending on how they manage the adjustments. Labour’s manifesto included a statement that legislation would be introduced in Parliament within 100 days, although it acknowledged that some of the proposals will take longer, such as the plan to introduce a single workers status and a review of parental leave. If the government sticks to its 100-day time limit, a draft Employment Bill will be presented to Parliament by 12 October 2024.  So with the clock ticking, what do we know so far?

Consultation

The Deputy Prime Minister, Angela Rayner MP and Business Secretary, Jonathan Reynolds MP have been meeting with senior business leaders of major employers including John Lewis, Octopus, BT, McDonald’s and Sainsbury’s, as part of the government’s intention to consult on its  plans. It has been reported that the atmosphere during these discussions has been constructive and friendly, with the emphasis on Ms Rayner and Mr Reynolds explaining what they have planned, and listening to the concerns of employers.  For many it is still the detail of what those reforms will look like that remains a concern. 


Protection from unfair dismissal ‘day one’ right

On 19 September 2024, it was reported by the Financial Times that, in connection with Labour’s pledge to provide protection from unfair dismissal as a “day one” right, employers will be able to put new employees on probation for up to six months. But it seems even the government are in disagreement over how far reforms should go, with earlier reports referring to a divergence of view between the Deputy Prime Minister, who wished to see a brief probationary period (at most) and the Business Secretary, who favoured a longer period of up to nine months. Most recent reports are that employers will be able to use six month probationary periods.

In proposing day one unfair dismissal rights, the Government previously stated that it would be possible for employers to fairly dismiss new hires during a probationary period “with fair and transparent rules and processes”. There is currently no detail on what these rules and processes will be or how they will be expected to operate.

Predictable working pattern

As part of its pledge to end ‘one sided flexibility’, the Workers (Predictable Terms and Conditions) Act 2023 (W(PTC)A), which was expected to come into force in September, sought to address this issue by providing a statutory right for workers and agency workers to request a predictable working pattern. However, the Department for Business and Trade (DBT) confirmed that the W(PTC)A has been dropped and will no longer come into force. Instead, the government has said it will introduce a new right to a contract that reflects the number of hours regularly worked as part of their agenda to ensure workplace rights are fit for a modern economy, empower working people and deliver economic growth.  The details of this are yet to be confirmed.

Changes to the remit of the Low Pay Commission (LPC)

Previously, when setting national minimum wage (NMW) rates, the LPC would take into account the impact on business, competitiveness, the labour market and the wider economy. On 30 July, the government changed this to also take into account the cost of living and expected inflation up to March 2026. The LPC was also tasked with reducing the difference between the National Living Wage and the NMW for the 18 to 20 age band, with the plan to eventually remove the 18-20 band altogether. These are the first steps on the way to deliver the government’s promise of a “genuine living wage for working people” and eventually, a single rate of pay without age bands.

Draft Equality (Race and Disability) Bill

This Bill, which was announced in the King’s Speech, will introduce mandatory ethnicity pay reporting for employers with 250 or more employees and will make it easier for minorities and disabled people to make equal pay claims. This is likely to mirror existing equal pay and gender pay gap reporting provisions in the Equality Act 2010.  Detail of what will be included is yet to be seen as the Bill has yet to be laid before Parliament.

Preparing for the Future

There is much still much detail yet to be confirmed so while the future of these proposed UK employment changes remains uncertain, employers would do well to prepare for a more regulated and worker-centric environment. By adopting a proactive stance and staying informed, businesses can adapt to these potential shifts while still maintaining the flexibility they need to thrive in an ever-evolving economy.

For further information on this topic or any other HR matter, please contact Sue Meehan Boyes in our team on 07384 468 797.

Enhancing employee wellbeing: Practical steps for employers

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Every July, Samaritans run an awareness campaign. This year’s event was held on 24 July, so it is an important month for thinking about mental health. The Samaritans Foundation, established in the UK in 1953,  currently respond to a call for help every ten seconds.

Mental health issues have a significant impact on both individuals and organisations. According to a 2024 Parliamentary briefing, one in six adults in the UK experiences a ‘common mental disorder’ like depression or anxiety each week. We know from discussions with our clients the importance they place on supporting staff wellbeing. There is an increasing understanding of the importance of mental and physical health and the impact that all life’s challenges can have on employees’ overall wellbeing.

Our clients tell us that ensuring their staff feel valued, supported, and healthy is not just the ‘right thing’ to do, but also crucial for organisational performance and growth. However, many find it challenging to identify and implement practical and effective measures to support mental health in the workplace.

Building a supportive culture

Creating a genuinely supportive work environment is the cornerstone for employee wellbeing. Employers can build a supportive culture by encouraging open communication, recognising and appreciating employees, and actively working to create an inclusive environment. Regular check-ins and surveys can help gauge employee satisfaction and identify areas for improvement.

Formal recognition schemes are a great way to celebrate staff efforts, not forgetting the power of more informal ‘shout outs’ in team meetings or group chats for a “job well done”. Fostering an inclusive environment where diversity is celebrated will lead to all employees feeling valued and respected.

Promote work-life balance

Work-life balance is crucial for maintaining employee wellbeing. This can be challenging for employers, but open and constructive conversations with employees can lead to positive results for all parties. Employers can promote work-life balance by offering flexible working hours and remote working options, while still ensuring business objectives can be delivered. These can help employees reduce stress and improve job satisfaction. Additionally, they boost productivity and improve retention. Employers should encourage employees to disconnect from work during their time off, with managers leading by example by setting clear boundaries around working time and annual leave.

Mental health support

Employers can support mental health by offering access to confidential counselling and services through Employee Assistance Programmes, a cost-effective option providing immediate access to support. Mental health training for designated staff helps to identify mental health issues and signpost support. If possible, allowing employees to take days off specifically for mental health can reduce problems, and improve employees’ confidence that the organisation genuinely supports their mental health.

Physical health initiatives

Employers can offer a range of initiatives to support physical health, including subsidised gym memberships and wellness challenges. A healthy work environment, with ergonomic furniture, healthy snacks, and promoting regular breaks will have the additional benefit of helping to reduce many common causes of sickness absence, and some employers enhance this by offering on-site flu vaccinations or regular health check-ups.

Professional development and financial wellbeing

These are not areas that might typically be the first things you might consider when looking at supporting wellbeing, but providing opportunities for growth and development can enhance job satisfaction and a sense of belonging. Possible initiatives include training and development programmes, structured career pathways, and mentoring schemes.

Support for financial wellbeing can include regular benchmarked compensation reviews. Offering workshops or resources on financial planning, budgeting, and retirement planning could also be beneficial., and if your organisation’s resources allow, providing comprehensive benefits packages that include health insurance, retirement plans, and other perks.

By implementing these practical steps, employers can significantly enhance the wellbeing of their employees. A happy and healthy workforce is not just beneficial for employees but is also essential for business performance and growth, with benefits across the whole employee lifecycle – better recruitment outcomes, higher productivity, reduced absence rates, and increased retention rates. And who doesn’t want to work in a happier environment?

For specialist support on this topic or to discuss any other HR matter, please contact Andrew Miles in our team on 07468 698 975.