Tag Archive for: Employment

How Flexible Should Flexible Working Really Be?

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Did you know those without access to flexible working are twice as likely to be dissatisfied in their job? How should employers navigate flexible working requests?

During the pandemic, the CIPD called for flexible working to become a ‘day one’ right, with its Flex From 1st Campaign.

The CIPD’s Flex From 1st Campaign called for flexible working to becoming a ‘day one’ right, and in June 2021 the Flexible Working Bill was first introduced. It recommended that flexible working should be the default position for all workers post-pandemic.

Although this is yet to be enforced and we have seen a rise in flexible and hybrid working, CIPD research suggests that 46% of UK employees still do not have access to any form of flexible working in their current role. 

Flexible working opportunities can benefit everyone: employers, employees and their families. Offering flexible working can also help with the recruitment and retention of staff and promotes a healthy work-life balance.

How Can Employers Be More Flexible?

With the Flexible Working Bill having had a second review in October 2022, the Government has now committed to a number of changes, including a requirement that employers must consult with workers before rejecting an application, in an effort to explore all of the available options before rejecting the request. 

We take a look at best practice when it comes to managing requests for flexible working. 

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Ask for the Request in Writing 

The requirement for an employee to set out how the effects of their flexible working request might be dealt with by their employer will be removed, but the request should still be made in writing. 

Arguably, this requirement will encourage the employee to really think about their request and how this might work best for your business, but it also allows you some time to give it some serious thought and come back to the employee once you’ve done so. 

Meet with the Employee Promptly

You might have had some informal conversations about the request and that’s fine – part of the rationale for the changes is to try to normalise the process but you should still arrange a more formal meeting to discuss it. 

Try to meet with the employee as soon as possible after the request has been made. This will help you to get a better understanding of the changes the employee is looking to make, and consider whether the change needs to be permanent or temporary, and how it could be of benefit to both of you. 

Don’t be afraid to ask questions around the reason for making the request. It could make all the difference and help you to reach an agreement you are both happy with. However, you should always be guided by the employee if discussions become ‘sensitive’, and remember that consultation is a two way process!

Consider the Request Fairly and Look at Alternative Options

Whilst consistency is key, each request should be taken on its own merits as each employee’s circumstances will differ and so will their reason for making the request. If it’s just not workable, employers will now need to consider other options and whether a compromise could better suit your workplace. 

Notify the Employee of Your Decision

Be sure to meet with the employee and confirm your decision. This allows you to feedback on your decision making process, what you have taken into consideration, and why you might not be able to agree to their request. It’s important to base your decision on facts and not personal opinion, and the employee will be more accepting of your decision if they understand the reason behind it. 

It’s always best to follow the Acas Code of Practice on flexible working requests | Acas.

For more support around how best to consult with your employees and manage a flexible working request, please contact Kirsty Hunt in our team on 07384 813077. 

Workplace Bullying – Is Your Workplace a ‘Bully-Free’ Zone?

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In recognition of Anti-Bullying week (14-18 November 2022), we are shining a spotlight on workplace bullying and provide guidance on how to best eliminate this destructive behaviour from our workplaces.

What Is Workplace Bullying?

While there is no legal definition of workplace bullying, ACAS defines bullying as: unwanted behaviour from a person or group that is either:

  • offensive, intimidating, malicious or insulting
  • an abuse or misuse of power that undermines, humiliates or causes physical or emotional harm to someone

Although this is not an exhaustive list, workplace bullying includes:

  • gossiping and spreading rumours
  • ignoring or excluding others 
  • making insulting, offensive and inappropriate comments or ‘jokes’
  • setting unrealistic deadlines and unattainable tasks 
  • withholding information and undermining others
  • denying someone promotion or training opportunities

In the event that bullying in the workplace is linked to a protected characteristic (as defined in the Equality Act, i.e. age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, disability, religion or belief, sex and sexual orientation), it may constitute harassment, and will therefore be protected and addressed in terms of discrimination law. 

What Is the Impact of Workplace Bullying?

  • Increase in mental health concerns.
  • A toxic workplace culture.
  • High staff turnover and inability to attract new staff and talent.
  • Increase in workplace disputes and litigation costs.

How Can employers Prevent Bullying in the Workplace?

  • Implement anti-bullying and harassment policies and procedures, ensuring that the company culture and working environment is regularly assessed in light of these policies.
  • Conduct awareness training for staff in respect of bullying and harassment.
  • Ensure that all complaints are addressed and taken seriously. This includes conducting proper workplace investigations. 
  • Ensure that staff follow applicable internal procedures in order to address bullying and harassment at an early stage.
  • In appropriate circumstances, consider using alternate dispute resolution mechanisms, such as workplace mediation. 
  • Focus on creating positive and inclusive working environments that do not enable or foster a culture of workplace bullying and harassment.

If you would like specialist support and assistance with any of the outlined measures, please contact Megan Britz in our team on 07468 698957. 

Supporting Employees Through Pregnancy or Baby Loss

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An estimated one in four pregnancies in the UK end in loss, yet this can be a hidden issue in the workplace. How can employers provide compassionate and inclusive support for those affected, throughout all stages of pregnancy and baby loss?

Many employers in the UK are working hard to achieve a workplace culture that is compassionate, inclusive and supportive. Getting this right is proven to positively impact an employee’s mental wellbeing, as well as their performance, commitment and intention to stay with their employer.

Do your policies and practices measure up? 

Navigating the Deeply Emotional and Personal Journey of Pregnancy or Baby Loss

For employees experiencing pregnancy or baby loss, this will be an extremely challenging time. Often employers are not supporting their employees as well as they could – perhaps because it has previously been a hidden subject in the workplace, considered too personal to openly discuss, or that employers and managers fear getting it wrong and treating the matter without the required sensitivity. 

A recent report from CIPD demonstrates that there is a significant gap in workplace support, as evidenced by their latest survey results, leaving almost a quarter of employees considering leaving their job because of their experience in work in relation to pregnancy or baby loss.

How Does Your Organisation Offer Support, and Could You be Doing More?

  • Paid compassionate leave or other special leave? Nearly half of the employees surveyed (46%) said that such leave was/would have been beneficial. However, whilst paid compassionate leave may seem an obvious option for employees who have experienced pregnancy or baby loss, the new research shows that only 25% of employees received paid compassionate leave or other special leave in addition to any statutory entitlement such as sick pay.
  • A formal policy to support employees experiencing pregnancy or baby loss? Only one in three employers have a formal policy, to help employees and employers navigate this.
  • Understanding from your managers? 60% of employees who experienced pregnancy or baby loss felt their managers failed to show understanding. Of those, 70% agreed that understanding and support from their manager(s) would have been beneficial. This may be a training need for your managers, to upskill them and give them greater confidence in handling tricky or sensitive conversations.
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  • An open and supportive climate, where employees can talk about sensitive issues like pregnancy or baby loss? Only a quarter of the senior HR professionals and decision makers surveyed said that their organisation encourages a supportive, open culture to facilitate sensitive topics like these being discussed. Perhaps reflect on whether you could be doing more to build and maintain a supportive environment for your staff.
  • Paid time off to attend appointments? This was identified by employees as one of the top three forms of employer support which would have been most helpful to employees experiencing loss (alongside paid compassionate leave, and understanding from managers).

Pregnancy and baby loss affects people across the UK every day, and the impact is felt not only by the grieving mother, but also by their partner and their family members, including for example the potential grandparents who may be supporting their adult children through associated surgical procedures and the grief process, whilst of course also grieving themselves.

Please contact Jo Bradbury in our team on 07570 372118, if you would like to explore how we can help your organisation ensure an approach which is underpinned by the principles of flexibility, empathy and inclusivity.

International Men’s Day: How Are You Supporting Men’s Health in the Workplace?

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19 November is International Men’s day and it takes place during the ever popular ‘Movember’. But amidst critiquing the varying successes of moustache-growing, it’s important to also take time to consider the importance of men’s health.

Why Is Men’s Health Important?

The statistics on men’s health speak for themselves – men account for three-quarters of premature deaths from heart disease, are twice as likely to die from drug or alcohol abuse and three times more likely to die from suicide. 

Men are less likely to access psychological therapy compared to women, with men accounting for only 36% of referrals to NHS talking therapies. Research shows that men are more likely to turn to harmful coping mechanisms, such as using alcohol or drugs to cope. When talking about their mental health, one in three men attributed this to their work, according to research carried out by Mind in 2017. 

Whilst the focus on wellbeing and in particular mental health has increased within society and many organisations, why is it that men often face health challenges alone? This can in part be explained by the traditional expectations of what masculinity is – being strong and keeping it together and perhaps a dogged determination to ‘man up’ rather than face health issues. 

It could also be due to a lack of resources and support targeted specifically at men. If we think about men’s engagement with health services, in a man’s life time there are few touch points that offer men the opportunity to look at and discuss their own physical and mental health. So they may not be able to spot any concerns in the first place and when they do, they may not know how to seek help. 

What Can Businesses Do to Help?

As with any health issues, raising awareness is fundamental in facilitating change. Research by the charity Samaritans, found that both language and content of any awareness initiatives needs to be specific for men to actively engage. Running campaigns to highlight men’s health concerns – heart disease, prostate and testicular cancers as well as mental health issues such as depression and suicide. 

Train your line managers to hold wellbeing conversations. Research carried out by CIPD has found out that only 29% of managers feel confident in being able to spot signs of mental ill health. Likewise when discussing taboo subjects on men’s health, it can be hard for both manager and employee to feel comfortable to open up. 

With one in eight men experiencing some poor mental health at any time, it’s important that managers are able to consider the possible life experiences that may be affecting men at work – becoming a father, bereavement, relationship breakdowns. Managers need to have the skills to open up that conversation, not rush to provide a solution but ask the right questions and most important of all, provide space and time to listen to the individual.

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Create safe spaces to have vulnerable conversations and permission to open up without being perceived as a weakness. Those safe spaces are across the whole organisation not just with line managers, so this is about ensuring that all employees have an appreciation of likely health issues and can play their part in spotting the signs and supporting colleagues.

Signposting to resources and support. Many organisations may have an employee assistance programme which can offer targeted support for men’s health. Likewise there are external organisations that can help. Sometimes this just isn’t obvious for men who may be having physical or mental concerns. So organisations need to clearly signpost and direct men to those services that can help.

We have come a long way in regards to focusing on health and wellbeing at work for all employees, but on this International Men’s day we should take the time to drive that conversation forward. By talking about the issues and trends in men’s physical and mental health, we can encourage more men to be open about their feelings and access support.

For specialist HR support with any of these issues, or for how you can support International Men’s Day, please contact Sue Meehan Boyes in our team on 07384 468797.

How Can You Celebrate Black History Month in Your Workplace?

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As we come together to celebrate Black History Month in October 2022 we should take time to consider the theme this year: ‘Time for Action: Not words’.

Black History Month celebrates the continued achievements and contributions of black people to the UK and around the world. The focus now is on the present and future by shining a spotlight on those using the platform to push for change.

The Black History Month website stated when launching the theme for 2022, ‘whilst we can acknowledge and learn from the past, we need to strive to protect the future through taking action by coming together around a shared common goal, to achieve a better world for everyone.’

What’s happening in your workplace?

There are lots of ideas and initiatives that employers can implement. Below we have collated a few ideas.

Volunteer with Black-Led Charities

Consider team volunteering for Black-led charities and non-profit organisations. This is a great way to help the Black community while also making a significant difference.

Reflect on Your Internal Diversity & Inclusion Efforts

Reflect on your own D&I efforts. Are you promoting diversity as an organisation? How are you fostering inclusivity in your workplace? Are there areas of your business that can be made more inclusive such as your recruitment process or your management staff? Speak to your employees and see if they’re willing to share how they think you could improve as an organisation.

Celebrate Black Literature

You can promote classic and contemporary Black authors and their remarkable works. You could perhaps select some books written by Black authors and host a company-wide book reading event.

  • Beloved by Toni Morrison
  • The Color Purple by Alice Walker
  • I Know Why The Caged Birds Sing by Maya Angelou (Autobiography)
  • Things Fall Apart by Chinua Achebe
  • Their Eyes Were Watching God by Zora Neale Hurston

Bring In Speakers and Create a Space for People to Listen and Share

Many companies celebrate Black History Month by bringing in speakers to share stories and experiences around race and Black identity. Promoting diverse voices creates a space for inclusion, understanding, and empathy. Involve people and open up the conversation to anyone who wants to participate by sending out a company-wide email asking for speaker and topic suggestions.

This kind of programming can take on many formats, from panel discussions to round tables to workshops. Choose the topic beforehand, and let people know what to expect so they can feel prepared to share and ask questions.

Other Useful Resources

Check out the below blogs for some further ideas on how you can celebrate this month:

For any further support or guidance, please get in touch with Helen Couchman in our team on 07799 901 669.

Are You Impacted by the Brazel Judgment? What Should You Do If You Are?

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Now and again, we get an employment law decision from the Supreme Court that is very important. When this happens employers need to sit up and take note.

The decision in Harpur Trust v Brazel is one of the those decisions, particularly for our clients in the education sector and also for those in the hospitality sector.

In terms of the legal implications of the decision, we can’t put it any better than Simon Bevan, employment partner at VWV, has in this excellent article and we would urge you to review this if you haven’t done so already.

I Think We’re Impacted, What Next?

If you employ part-year and irregular hours workers and retain them on a year round basis, then you may well be impacted and you’ll need to take the time to work through the questions that Simon identifies. This may not be straightforward and you will not be alone in seeking some specialist assistance with this. Do get in touch and we can help support and signpost you.

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While We Work This Out, What Should We Say to Staff?

You might be getting questions from staff and if this is the case, it may be prudent to issue a holding communication to say that you are aware of the judgment and are considering it.

Alternatively, you might decide to hold off with any communications until you’ve had an opportunity to consider the implications and decide on how you want to address matters such as your contractual arrangements and any backpay due to staff.

Whichever route you choose, we would urge you to tackle this issue head on as it’s not something that it going to go away and proactively tackling it will help you to manage your costs and budget in the longer term.

For specialist support with the impact of this judgment on your organisation, please contact Sarah Martin in our team on 07799 136091.

Are You Ready for National Inclusion Week 2022?

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This year National Inclusion Week 2022 is from 26 September to 2 October. What are you doing to champion inclusion and diversity in your workplace?

National Inclusion Week (NIW) is a week dedicated to celebrating inclusion and taking action to create inclusive workplaces and to celebrate, share and inspire inclusion practices.

Founded by Inclusive Employers and celebrated annually, National Inclusion Week is now in its tenth year and this year’s theme is ‘Time to Act: The Power of Now’.

Building on from last year’s them #UnitedForInclusion, which connected 60 million employers and employees to celebrate diversity and inclusion, this year’s theme is about maintaining momentum and moving that unity into action.

Why Is It Important?

Annual events such as NIW are timely reminders that creating an inclusive workplace that values diversity remains a continuing priority for all organisations. There are financial benefits too. Research by Deloitte found that diverse companies enjoy 2.3 times higher cash flow per employee.

People want to work for employers with good employment practice, with open and inclusive workplace cultures where everyone feels valued, respects colleagues, and where their contribution is recognised.

To maintain a competitive edge, businesses need everyone who works for them to give their best contribution and that means ensuring recruitment and retention practices prioritise inclusion and diversity so employers have the skills and talent they need.

What Positive Actions Can You Take?

Celebrating an annual event is a great start and can provide a real focus for your activities, but it’s important to turn that commitment and celebration into ongoing action.

Conduct an Audit

Do you know how diverse your organisation is? Conducting an audit of your employees’ demographics will identify underrepresented groups of people and highlight potential unconscious bias within your business practices.

Review Your Recruitment Process

If your audit has highlighted underrepresented groups, review your hiring processes to remove any opportunities for bias in selection.

Create an Employee Diversity and Inclusion Forum

Engaging with your employees to both inform and direct actions for change can be really powerful. Use this group to sense check actions for change to ensure they are tangible and meaningful for your company. Employees will feel involved in subjects that are important for them and it reinforces a commitment for ongoing dialogue with your workforce.

Organise Inclusion Training

Inclusion is not a quantifiable achievement, but an ongoing commitment to equality. It underpins all employment practices so that means it’s important to educate all employees so they understand what it means for them and their own responsibilities to achieving it.

Document Your Approach

Building on any training, it is important to document your approach via policy documents, such as a code of conduct and ensure these can be accessed by employees easily.

Volunteering or Fundraising for an Inclusion Charity

Volunteering is a powerful way to give back to your community. It allows organisations to continue supporting people most at risk, and pioneer inclusivity within society.

Volunteering and fundraising often encourages open, productive conversation surrounding a sensitive topic in a relaxed environment, with employees united under a common goal. To encourage your employees to take part, consider offering paid volunteering days.

Create an Inclusive Annual Calendar

Your workplace may celebrate Christmas and Easter, but what about Diwali and Hanukkah? Do you recognise International Women’s Day, LGBTQ+ Pride Month and Black History Month? Each of these celebrations is equally important and should be recognised in your business.

By creating an inclusive calendar, this will allow your team to easily identify any upcoming dates that you should acknowledge both publicly and within your company, to ensure all employees feel a sense of belonging.

Lead by Example

A business is only as progressive as its senior figures, so if you do not pioneer inclusivity, neither will your company. Along with your policies, it is critical that your senior managers reflect the commitment you’ve made to valuing diversity and inclusion in how they engage with and manage their people.

Consider Your working Environment

It is important to recognise that your staff each require different environments to succeed, so while some thrive in a busy open office, others would benefit from a calmer room where they can focus. Consider what opportunities you have for creating a workplace that is an inclusive place for all employees to belong.

Narrow Quay HR have a wealth of experience to support in this areas – from running training on unconscious bias to helping with your policy documents.

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

NQHR Club – Managing Menopause in the Workplace

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Tune in to our free virtual HR club webinar – Managing menopause in the workplace

Date: Wednesday 14 September 2022

Time: 9.00am – 10.00am

Type: Virtual Online Event

Cost: Free

Register Here

In this informal session, Lead HR Consultant Caitlin Anniss from Narrow Quay HR and Jessica Scott-Dye, Employment lawyer from VWV, will talk through the issues that can arise in connection with managing employees who are going through the menopause in the workplace. The menopause and its impact on work is highly topical at the moment and has prompted employers to consider what they do within their workplace on this topic. 
 
We will use case studies to highlight the key legal and day to day issues involved and provide practical ways for HR professionals to deal with them.

The session will be conducted virtually but we will use polls and the chat function to make the session as interactive as possible.

Speaker:  Caitlin Anniss & Jessica Scott-Dye

We hope you are able to join us. If you have any queries, please contact the Events team.

Long COVID – How Can Employers Best Support and Manage Staff?

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As long COVID has recently been ruled as a disability, we consider the implications for your workplace sickness management processes. 

Although we are approaching two and a half years since the pandemic hit the UK and living and working with COVID has become routine and common-place, long COVID remains a relatively new condition, with its effects still being properly researched. For employers this is likely to be a cause for concern, given the potential impact on the workforce.

In research conducted by the Chartered Institute for Personnel and Development (CIPD) and Simplyhealth at the beginning of 2022, 46% of surveyed organisations had employees who have experienced long COVID in the last 12 months. Whilst this number will continue to fluctuate, it is potentially a significant number of employees who will be trying to work whilst coping with long COVID symptoms. 

There is an expectation that more long COVID cases will come to tribunals, following the recent preliminary ruling in a Scottish tribunal case that long COVID did meet the definition of disability.  

What Is long COVID?

It is described as the persistence or development of symptoms attributed to COVID-19, lasting more than twelve weeks after initial infection. 

Common symptoms include: 

  • extreme tiredness, difficulty sleeping
  • shortness of breath
  • chest pain or tightness, heart palpitations
  • problems with memory and concentration
  • dizziness
  • joint pain, pins and needles
  • depression and anxiety
  • tinnitus, earaches
  • nausea, stomach aches diarrhoea
  • loss of appetite
  • a high temperature
  • cough, sore throat
  • headaches
  • changes to sense of smell or taste
  • rashes

People can experience the effects of long COVID for weeks, months and even years. Symptoms can come and go over time, sometimes getting better and sometimes getting worse. This means it can affect someone’s ability to work and/or cause them to have higher rates of absence.    

With the potential to last beyond twelve months and to have an adverse effect on day-to-day activities, this is where the question of disability comes in. Long COVID has been found to more severely affect older people, ethnic minorities and women.

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Effective Steps for Employers

With inconsistent performance and increasing absence, it’s easy to see how an escalation to capability processes could happen for an employee suffering with long COVID. 

As with any complex sickness issue, it’s important to seek expert medical advice before rushing into a management decision. This is where an occupational health referral can really help but ensure that you ask the right questions:

  • Is there an underlying medical condition?
  • How might it affect the individual’s performance of their duties?
  • What reasonable adjustments could be made in the short or long term? 
  • Whether or not the individual is likely to be covered by the Equality Act?

For this last question, the advice may not always be conclusive but the focus here should not be on determining whether an employee’s condition is a disability, but on getting them back to working at their best. This is where the reasonable adjustments – such as changes to hours and responsibilities, place of work – can really help.  

An Individual Response

With individuals being affected in different ways by a vast array of possibly fluctuating symptoms, a ‘one size fits all’ approach to absence management is unlikely to be possible. It’s therefore important to look at each case individually.

As well as considering and discussing any occupational health recommendations, employers should engage with individuals directly to understand what support they need during any absence and in their return. 

Ensure regular meetings – both during their absence and once they return to work – to provide an opportunity for them to raise any concerns they may have. Checking in regularly upon their return will not only provide positive dialogue and focus on their wellbeing but will also allow you to table any concerns re. workload and productivity early. Along with any adjustments this will demonstrate the support put in place by an employer.

What Else Can Employers Do?

Review existing absence management policies for employees with long term health conditions to ensure these are flexible to respond appropriately. Policies provide guidance but it may be necessary to tailor these to individual situations, for example considering the viability to revise absence thresholds. 

Utilise occupational health assessments as appropriate to discuss how and when an employee can return and what reasonable adjustments can be put in place to support their return, such as hybrid working, flexible hours, adjustment to responsibilities.

Consider refresher training for line managers on absence management processes, in particular the  use of occupational health referrals. Don’t assume your managers are confident in dealing with these situations as some may have had little or no experience of them and may be anxious about getting it right.

Similarly, you might want to provide awareness training for managers to increase their understanding of long COVID and its potential impact on employees and linking this up with absence management processes.

Looking Ahead

The number of people experiencing ongoing symptoms following a COVID-19 infection will likely increase over the coming months and years, and with that a possible increase in unfair dismissal claims. The argument for proactively supporting individuals to return to, and remain at, work is therefore strong. 

How employers deal with such cases could impact not only dismissal claims, productivity, recruitment and training costs of replacing exiting employees but also employee engagement. With competition fierce for skilled employees, employers who demonstrate supportive and positive management of employee wellbeing, including long COVID, will have a better chance of managing turnover and retaining employees.

If you have any questions about absence management, occupational health referrals or other HR queries, please contact Sue Meehan Boyes in our team on 07384 468797.

Surviving the Great Resignation – How Can Your Business Recognise and Retain Staff?  

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The Great Resignation describes the large numbers of workers who were reportedly leaving their jobs, or thinking about it, during 2021. 

Some evidence suggests that this is still evident into 2022 – according to Microsoft’s 2022 Work Trend Index 43% of employees surveyed said that they were considering changing jobs within the next year.

People Management also report data gathered by Owl Labs which suggests that one in four UK workers are currently looking for a new role. (People Management, June 2022).

Why Is There a Great Resignation?

For many workers, the pandemic provided an opportunity to reassess their work and life priorities and perhaps prompted a change in mindset – leading them to a career move, a shift to home based work, or perhaps an earlier retirement than anticipated.  

Some workers had time away from work on furlough, perhaps giving them time to consider future career moves. Certainly a move to home working, for some, will have prompted thoughts about different work options which may not have appeared possible in the pre pandemic world. The pandemic may also have led people to reassess what it is most important to them and to consider how they want to spend their time.

What Is the Impact on Employers? 

With large numbers of staff apparently considering a job change or career move, it is more important than ever to think about the retention and employee engagement of your key staff. This is particularly important at a time when recruiting staff can be extremely difficult.

There are some things that you could consider in your workplace:

  • Can you offer flexible working? Not all employers can offer remote working or flexible hours but think about what you can offer to make working for your organisation more attractive.
  • Look carefully at your benefits package. Aside from pay, which will be high on the agenda for many workers at present, what other benefits can you offer that are appealing to staff? Extra holidays, well-being initiatives and health insurance may be attractive.
  • Look at your workplace culture and take steps to promote a positive workplace environment. Think about what your values are and embed them within your workplace.
  • Consider a focus on internal mobility within your organisation. This is often an area which is not a key focus within organisations, with People Management reporting that 70% of HR professionals do not have a clear strategy on internal mobility within their organisation.
  • Consider how effectively you use your professional development processes. Could you focus more on career development for your staff, or perhaps introduce mentoring or coaching schemes?
  • Look at how well you advertise internal vacancies to your existing staff.

We’re Here to Support You

The Narrow Quay HR team can work with you to improve your retention rates and look at your employee engagement by analysing your pay and benefits package, reviewing your workplace culture and helping to embed your core values within your workplace, and working with you to develop a focus on internal mobility.  

For more information on how we can support your organisation, please contact Caitlin Anniss in our team on 07909 683 938.