Tag Archive for: Employment Law

Managing probation periods effectively

Home | Employment Law

Probation periods are a crucial element of the employment lifecycle – they can help identify strengths, address weaknesses, and ultimately determine whether the recruitment decision was successful.

But let’s be honest, for many organisations probation periods just aren’t a high priority, however the forthcoming changes in legislation have brought that all sharply into focus with the reduction to unfair dismissal qualifying periods.

So now, more than ever, it will be essential that organisations plan and conduct probation periods effectively for operational success, employee engagement and to mitigate risks.

Why are probation periods important?

Probation periods provide a structured framework for assessing a new employee’s suitability for their role. They allow organisations to identify performance issues early and address them proactively; set clear expectations for conduct and output; and offer tailored support and training to help new starters succeed.

Shift in legal landscape

The Employment Rights Act (ERA) 2025 introduces significant changes to unfair dismissal qualifying periods. The qualifying period for ordinary unfair dismissal claims will be reduced from two years to six months from January 2027.

The ERA also introduces the removal of the compensation cap for unfair dismissal which could potentially lead to significantly higher awards for unfair dismissal claims.

All of this means it is more important than ever to ensure you employ the right people from the outset and have a robust process in place to track performance of new recruits and identify and manage issues early.

Although January 2027 may seem a long way off, the effect is already happening as qualifying periods are currently tapering. Those new recruits you onboarded in April 2026, have a 9-month qualifying period and any new starters from July 2026 will have a six-month qualifying period. It’s not just permanent hires; the changes also affect fixed-term contracts.

Why does it matter how you manage probation?

So that’s the legal changes, but does it really matter how you manage the probation period internally? Yes! The impact of failed probation periods can be significant – financial losses, operational disruption, and team instability are common consequences of unsuccessful recruitment. According to a study by NatWest, UK SMEs with 250 employees report average losses of £125,347 per year due to failed recruitment outcomes. Turnover data highlights that 39% of new employees leave within six months, which means first impressions count and a structured approach to managing probation signals to your new employee that your organisation is professional, supportive, and performance focused.

Practical tips for managing probation periods

Managing probation periods is not rocket science but it does take planning and commitment of time and energy. Before we look at some practical tips once your new starter has joined, let’s consider what needs to be in place beforehand:

Job description – this should be the backbone of your recruitment campaign. Don’t just rehash the job description of the previous incumbent – take the time to think about whether the role has evolved or needs to adapt to changing business needs, consider what do you want it to deliver?

Induction – this should be planned in advance of your new recruit’s first day. Imagine how great it feels when you join a new organisation, to find that your line manager has put together a detailed induction to ensure you can be a success in your role. And equally how disappointing it must feel to arrive on your first day and find that no one was expecting you or has even ordered your laptop!

Once your new starter has arrived, there are some simple tips to ensure a successfully managed probation period:

  • Timetable regular check-ins to allow for timely feedback and support.
  • Set clear objectives: Be clear about what success looks like in terms of training, conduct, and output.
  • Raise performance concerns early to help employees improve and reduce the risk of disputes.
  • Document records of meetings, feedback, and action plans.
  • Offer training, mentoring, or reasonable adjustments to support any performance gaps
  • Make a formal decision – pass, extend or end – in good time and based on clear, objective documented evidence.

Support your line managers

Make sure to support your line managers in managing probation periods effectively. Give them the right training – some managers may not have recruited before so make sure they are clear on key dates for the probation and how to handle it successfully. Give them the tools to do it well – checklists and guidelines to ensure consistency. Provide ongoing support for performance concerns, particularly if there’s a need to extend the probation period.

It’s always been important to manage probation periods effectively, but the changes introduced by the ERA make that more important than ever. Done well, probation periods can foster successful employment relationships and mitigate risks.

For further information on this topic or discuss any other HR concern, please contact Sue Meehan Boyes in our team on 07384 468797.

4 simple steps to support mental health at work

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Mental Health Awareness Week took place earlier in May and it’s the perfect time for organisations to take a closer look at how they’re supporting employee wellbeing.

If we’re honest, we all know that mental health impacts everything. From how engaged your staff are, to how well they perform, and even how often they’re off sick. Ignoring it can lead to burnout, higher turnover, and lower morale. But when you prioritise mental health, you create a workplace where people feel valued, supported, and ready to give their best. Below are four ways to support mental health at work.

1: Start the conversation

Talking about mental health doesn’t have to be awkward. In fact, opening up the conversation is one of the best ways to show staff you care. Encourage managers to check in with their teams and offer a listening ear. If you’re a leader, share your own experiences (if you’re comfortable) to show it’s okay to talk about mental health. You could even introduce mental health champions or peer supporters to make resources feel more accessible.

2: Make sure policies support the culture

Take a moment to review your workplace policies. Are they really supporting mental health? Things like flexible working, clear processes for managing mental health-related absences, and easy access to Employee Assistance Programmes (EAPs) can make a huge difference. And don’t forget to regularly remind your team what’s available – they might have forgotten what support is available.

3: Get ahead with preventative steps

I expect you know the saying that prevention is always better than cure. Offering mental health training, wellbeing workshops, or mindfulness sessions can help your staff build resilience. You could also use employee surveys to identify stress hotspots and tackle them before they become bigger issues. Little things like recognising achievements and encouraging social connections can also go a long way in boosting morale.

4: Leadership sets the tone

The key point is mental health initiatives aren’t just for HR teams as leaders will set the tone for your organisation. By showing empathy, encouraging open conversations, and weaving mental health into the workplace culture, you’ll help create an environment where everyone can thrive.

Investing in mental health benefits both employees and organisations, fostering a positive culture, improving productivity, and reducing absenteeism.

If you would like to discuss how we can support your organisation with mental health initiatives, please contact Claire Parr in our team on 07384 468797.

April 2026 changes under the Employment Rights Act 2025 – what have I missed?

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On 6 April 2026, the Employment Rights Act (ERA) 2025 introduced sweeping changes to employment law, affecting statutory payments, family leave, union recognition, and more. These changes are designed to enhance employee rights and streamline processes for employers. Understanding and implementing these updates is crucial to ensure compliance and maintain a supportive workplace environment.

Here’s a practical summary of the key changes, along with actionable insights for your organisation.

1. Statutory Sick Pay (SSP) – “Day one” rights

The new rules around SSP represent a significant shift:

  • No waiting days: SSP is now payable from the first day of sickness absence, eliminating the previous three-day waiting period.
  • No earnings threshold: The lower earnings limit has been removed, meaning nearly all employees qualify for SSP, regardless of their income level.
  • New calculation method: SSP is now paid at the lower of a fixed weekly rate or a percentage of average weekly earnings (AWE).

Action points:

  • Update payroll systems to ensure SSP is calculated from day one.
  • Review and amend sickness absence policies to reflect these changes.
  • Train managers to understand the updated SSP rules, particularly for new starters or low-income employees.

2. Paternity leave – Expanded access

Paternity leave has undergone significant changes to increase accessibility:

  • Day-one eligibility: Employees no longer need 26 weeks of continuous service to qualify for paternity leave.
  • Temporary notice period reduction: For due dates between 5 April 2026 and 25 July 2026, employees can give 28 days’ notice instead of the usual timeframe.
  • Integration with shared parental leave: Employees can now take paternity leave following a period of shared parental leave.

Important note: The 26-week qualifying period for statutory paternity pay remains unchanged.

Action points:

  • Update your family leave policies to reflect the new day-one eligibility for paternity leave.
  • Ensure managers are aware of the temporary notice period reduction and the integration with shared parental leave.

3. Bereaved partner’s paternity leave

A new right introduced under the Act allows bereaved partners to take up to 52 weeks of unpaid leave if the mother or primary adopter dies within the first year of the child’s life or adoption.

Action points:

  • Incorporate this new leave entitlement into your family leave policies.
  • Provide training for managers to sensitively handle bereavement-related leave requests.

4. Unpaid parental leave – Day-one right

The one-year service requirement for unpaid parental leave has been removed, making it a day-one right for all employees.

Action points:

  • Update policies to reflect this change.
  • Brief managers on the importance of supporting new employees who may need to take unpaid parental leave.

5. Trade union recognition

The process for trade union recognition has been simplified:

  • Simpler majority rule: A union now only needs a simple majority of votes cast to be recognised, removing the requirement for a majority of the entire workforce to vote in favour.
  • Lower application thresholds: The criteria for unions to apply for recognition have been reduced.

Action points:

  • Review current union recognition processes and prepare for potential changes in union activity.
  • Train HR staff and managers on the updated rules to ensure smooth handling of union-related matters.

Other key changes

Whistleblowing protection:

Disclosures related to sexual harassment now have full whistleblowing protection, allowing employees to report misconduct without fear of retaliation.

Collective redundancy:

The maximum “protective award” for failing to consult on collective redundancies has doubled to 180 days’ pay per employee.

Fair Work Agency (FWA):

A new enforcement body, the Fair Work Agency, has been established to oversee employment rights compliance.

Holiday pay records:

Employers must now keep detailed records of holiday pay and entitlement for six years, ensuring transparency and compliance.

Action points:

  • Implement processes to maintain holiday pay records for the required six-year period.
  • Train managers on whistleblowing protections, particularly concerning sexual harassment.
  • Familiarise your organisation with the role of the Fair Work Agency and its enforcement powers.

If you would like support to make these changes to your policies or to discuss the implications of these changes for your organisation, please contact Lisa Reynolds in our team on on 07771 316 123.

Conducting fair and robust workplace investigations

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A recent decision from the Employment Appeal Tribunal in Chand v EE Ltd [2026] EAT 17 offers a timely reminder of how important a thorough and balanced investigation is when managing disciplinary matters.

For many organisations, investigations are often carried out under time pressure and in challenging circumstances. However, this case highlights how weaknesses in the investigation process can undermine a dismissal decision and expose employers to significant legal and reputational risk.

This case provides a useful reminder that when investigations are rushed, poorly structured or influenced by assumptions, dismissal decisions can quickly unravel.

The case in brief

Elizabeth Chand had worked for EE Ltd for 16 years as a Senior Customer Advisor with an otherwise unblemished record. She was dismissed for gross misconduct following four incidents which the employer believed amounted to fraud.

Ms Chand admitted that mistakes had been made but denied any fraudulent intent. She also explained that she had been experiencing significant personal stress while caring for her unwell parents.

The Employment Tribunal concluded that the employer did not have reasonable grounds to determine that fraud had occurred. While one of the incidents did represent a serious breach of policy, the tribunal found that the investigation had not properly established fraudulent intent. The Employment Appeal Tribunal ultimately upheld the finding of unfair dismissal.

Where the investigation process fell short

One of the key issues identified by the tribunal was the way in which the allegations had been assessed. Rather than carefully analysing each incident individually, the employer considered the four matters collectively and allowed an assumption of fraud to shape the overall conclusion.

This approach blurred the distinction between the actions of a customer attempting to commit fraud and the actions of the employee herself. As a result, the tribunal concluded that the employer did not have reasonable grounds for believing the claimant had committed fraud.

The investigation also failed to give sufficient weight to important mitigating factors, including Ms Chand’s long record of service and the personal pressures she was experiencing at the time.

Perhaps most significantly, the appeal process did not address the shortcomings of the original investigation. Instead of conducting an independent reassessment of the evidence, the appeal decision largely upheld the initial findings.

What this means for employers

While the circumstances of this case were specific, the underlying issues are common in workplace investigations. When investigators begin the process with a fixed assumption about what has happened, there is a risk that evidence will be interpreted in a way that confirms that assumption rather than objectively testing it.

This is why a structured and impartial investigation process is so important. The purpose of an investigation is not to prove wrongdoing, but to establish the facts as fairly and thoroughly as possible before any disciplinary decisions are made.

Good practice when conducting investigations

In practice, a fair investigation should begin with clearly identifying the allegations and determining what evidence is required to understand what has happened. Investigators should gather relevant documentation, interview witnesses where appropriate and ensure the employee involved has a full opportunity to respond to the concerns raised.

It is also important that each allegation is assessed on its own merits rather than being grouped together or influenced by assumptions about intent. Investigators should carefully document how evidence has been considered and explain the reasoning behind any conclusions reached.

Where personal circumstances or mitigating factors are raised, these should be properly explored and considered before determining the appropriate next steps.

Maintaining detailed records throughout the process is equally important. Clear documentation helps demonstrate that the investigation has been conducted fairly and can provide essential evidence if decisions are later challenged.

Protecting your organisation

From a legal perspective, the fairness of an investigation is often central to whether a dismissal will be considered reasonable by a tribunal. If employers rely on assumptions rather than evidence, or fail to properly consider mitigating factors, disciplinary decisions are far more vulnerable to challenge.

Taking the time to conduct a careful, objective and well-documented investigation not only supports fair outcomes for employees but also helps protect organisations from unfair dismissal claims, costly litigation and reputational damage. When handled well, workplace investigations reinforce fairness, consistency and accountability across the organisation – while ensuring that decisions stand up to scrutiny if they are ever challenged.

If you would like to find out how Narrow Quay HR can support with a workplace investigation for your organisation, please contact Bethan Arora in our team on 07584 638 860.

Menopause in the workplace: what employers should be doing now

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Menopause is becoming an increasingly important workplace issue, especially as more people are working later in life. For many employers, it’s likely that some staff are experiencing menopause or perimenopause, and for certain individuals, symptoms can significantly impact their wellbeing and ability to work effectively.

For larger employers (those with 250 or more employees), there’s a clear direction of travel: the Employment Rights Act 2025 framework will soon require these organisations to publish equality action plans, including measures on menopause support. While smaller organisations won’t be required to do this, the changes send a strong signal about the growing focus on menopause in the workplace.

Even though menopause isn’t currently a standalone protected characteristic under UK law, employers should be aware that workplace issues linked to menopause can still create legal risks. For example:

  • In some cases, menopause symptoms may meet the legal definition of a disability if they have a substantial and long-term impact on day-to-day activities.
  • Treating someone unfavourably because of menopause-related issues could fall within these protected characteristics.
  • Employers have a duty to ensure workplace conditions don’t negatively affect employees’ health, which could include accommodating menopause-related needs.

Practical steps employers can take

For organisations of all sizes, adopting good practices around menopause can help reduce risks, support employees, and create a positive workplace culture. Smaller employers may not face formal reporting requirements, but acting now can reflect best practice and help prevent future issues.

Here are some practical steps to consider:

  1. Create a Menopause Policy or Guidance
    Having clear information about how employees can access support and raise concerns can be invaluable. A policy doesn’t need to be overly complex—it’s about showing that you take menopause seriously and are ready to help.
  2. Train Managers to Handle Sensitive Conversations
    Managers should feel confident talking about menopause and recognising when someone might need support. This could include understanding how symptoms might affect performance and knowing what adjustments can be made.
  3. Consider Reasonable Adjustments
    Small changes can make a big difference. For example:
    • Flexible or temporary changes to working hours.
    • Access to cooler workspaces or improved ventilation.
    • Adjustments to uniforms or dress codes.
    • Allowing additional breaks when needed.
    These adjustments don’t need to be costly or complicated, but they can significantly improve an employee’s ability to work comfortably.
  4. Handle Absence Fairly and Sensitively
    If someone needs time off due to menopause symptoms, it’s important to manage this with care. Reviewing your absence management processes to ensure menopause-related absences are treated fairly can help avoid unnecessary conflict or misunderstandings.
  5. Encourage an Open Culture
    A workplace where employees feel comfortable discussing menopause and asking for support is likely to be more inclusive and supportive overall. This could involve raising awareness about menopause among all staff and showing that it’s not a taboo subject.

Why it matters

Supporting employees through menopause isn’t just about compliance or avoiding legal risks. It’s also about creating a workplace where people feel valued and supported. For smaller organisations, these steps can help retain experienced staff, reduce absence, and demonstrate a genuine commitment to employee wellbeing.

Even if your organisation isn’t directly affected by future reporting requirements, taking proactive steps now will align with emerging best practices and help minimise potential employment law risks.

For more information on this topic or to discuss other HR support needs, please contact Claire Parr in our team on 07385 475786.

The Employment Rights Act: time to get ready!

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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

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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?

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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

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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.

How Narrow Quay HR can support Healthcare Providers

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Narrow Quay HR: Tailored HR support for healthcare providers, including pragmatic and cost-effective advice on employment matters, contract and policy review, training, workplace mediation, leadership development, and more.

Healthcare Providers face unique and often complex HR challenges. With an ever-changing regulatory landscape, increasing patient demands, and the need to maintain a motivated and engaged workforce, it is vital for healthcare organisations to have robust HR frameworks in place. As a specialist HR consultancy that sits within VWV, Narrow Quay HR (NQHR) is exceptionally well-positioned to support healthcare providers by offering tailored HR solutions that address their specific needs.

NQHR history and background

NQHR was founded in 2017 by two lawyers in VWV’s Employment Law team, Caitlin Anniss and Sarah Martin. Since then the team has grown considerably and today all of our HR consultants are either fully qualified employment lawyers or experienced HR professionals who give our clients both solid legal grounding and pragmatic HR advice. The delivery of commercial, creative and pragmatic advice is tailored for each client, regardless of the size of the organisation. Narrow Quay HR has extensive experience working with healthcare providers.

Key Services Healthcare Providers

  1. HR Retainer Service: Our monthly or annual retainer package offers flexible HR support to your organisation at a level tailored to your HR needs. Your dedicated named HR consultants are on hand to all aspects of HR support, advising on complex employee situations, drafting letters and emails, or simply acting as a sounding board. We work proactively alongside you to support you in managing challenging issues and achieving your organisation’s strategic people goals. There is the option to add insurance to the retainer to provide peace of mind in the event that matters proceed to a legal claim
    1. Employment Contracts and Policy Audits: Ensuring that employment contracts and policies are up-to-date and legally compliant is crucial. Narrow Quay HR can review and update contracts, handbooks, and policies to reflect current legislation and best practice. This helps both to mitigate risks and maintain a positive employer-employee relationship. We also offer an updating service, giving you piece of mind that the documents remain current.
    2. HR Training: Training is essential for maintaining a high-performing workforce. Narrow Quay HR provides bespoke training sessions tailored to the healthcare sector. This includes training on managing difficult conversations, handling absences and performance issues effectively and broader management and leadership training. , .
    3. Workplace Mediation: Conflicts in the workplace can be particularly disruptive in a healthcare setting, where teamwork and collaboration are essential. Narrow Quay HR provides impartial mediation services to help resolve conflicts quickly and effectively, minimising disruption and maintaining a harmonious working environment.
    4. Workplace Investigations: Unfortunately, sometimes serious disciplinary or grievance matter arise in the workplace , which require impartial and thorough investigations. Narrow Quay HR offers a confidential and professional investigation service, ensuring that matters are handled fairly and in compliance with employment law. This allows organisations remain focussed on their core activities, confident that the issue is being dealt with professionally and effectively.
    5. Coaching and Leadership Development: Effective leadership is critical in all sectors and the healthcare sector is no different. Narrow Quay HR offers  coaching for practice managers, partners, and other leaders to enhance their management skills and support their professional development.

    Narrow Quay HR stands out for its practical, client-focused approach. We understand the pressures faced by healthcare providers and work closely with clients to deliver tailored solutions that are both pragmatic and cost-effective. Our emphasis on plain English advice ensures that clients can easily understand and implement their recommendations. We work closely with our colleagues in VWV and will always let you know if we consider that their qualified legal advice would be helpful.

    The healthcare sector is a uniquely demanding environment, but with the right HR support, organisations can overcome challenges and thrive. Narrow Quay HR’s expertise, tailored services, and practical approach make us an invaluable partner for GP practices and other healthcare providers. Whether it’s resolving workplace disputes, providing training, or managing HR processes, Narrow Quay HR ensures that healthcare organisations are equipped to meet their workforce needs with confidence.

    For more information, please contact Andrew Miles at Narrow Quay HR by telephone on 07468698975 or by email at amiles@narrowquayhr.co.uk