Tag Archive for: Flexible working

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.

What we have learned from the King’s Speech?

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The Government announced an Employment Rights Bill in the King’s Speech on 17 July, aiming to “ban exploitative practices and enhance employment rights”.

The Bill, reflecting Labour’s pre-election manifesto and their ‘New Deal for Working People’, will be introduced within the first 100 days of the new parliament. The government has described the Bill as “the biggest upgrade to workers’ rights in a generation”.

Headlines of the proposed Employment Rights Bill

  • Day-One Rights: Immediate rights to parental leave, sick pay, and protection from unfair dismissal (with provision for probationary periods).
  • Statutory Sick Pay (SSP): Removing the lower earnings limit and making SSP available to all workers from day one of their sickness absence.
  • Flexible Working: Making flexible working the default from day one for all workers, putting the onus on employers to accommodate flexible working “as far as is reasonable”.
  • Ban on “exploitative” Zero-Hour Contracts: Ensuring workers have contracts that match their regular hours with reasonable shift change notices, ending “one-sided flexibility.”
  • End Fire and Rehire: Reforming the law to provide effective remedies and replacing the previous statutory code with a strengthened version.
  • Increased Protection for New Mothers: Making it unlawful to dismiss a woman within six months of returning to work after having a baby, except in specific circumstances.
  • Fair Work Agency: Establishing a new body to monitor and enforce workplace rights.
  • Fair Pay Agreement: Introducing this in the adult social care sector, with potential expansion to other sectors.
  • School Support Staff Negotiating Body: To reinstate the SSSNB to agree national terms and conditions, career progression, and pay rates for school staff.
  • Trade Union Activity: Removing “unnecessary” restrictions, including repealing the Strikes (Minimum Service Levels) Act, to promote good faith negotiation.
  • Statutory Recognition: Simplifying the process to ensure workers can access unions at their workplaces.

Additional proposals

  • Changes to the living wage: While no detail is currently available, in the briefing notes to the King’s Speech, the government has reiterated its commitment to updating the living wage to accommodate for increases in the cost of living.  The government has indicated that this will include the removal of the current age bands.
  • Skills England Bill: This bill aims to simplify the skills system in England and Wales, transferring the work of the Institute for Apprenticeships and Technical Education to Skills England, and renaming the apprenticeship levy to the Growth and Skills Levy. The intention is to streamline and refocus the skills system, prioritising development in the workplace.
  • Equality (Race and Disability) Bill: This Bill intends to introduce mandatory ethnicity and disability pay gap reporting for employers with over 250 employees. This will echo the current gender pay reporting and equal pay legislation.

Conclusion

The Chartered Institute of Personnel and Development (CIPD) has welcomed the proposals from the new Government, emphasising the need for “thorough consultation with employers, and potentially compromise in places”.  We echo this sentiment, particularly the need to engage with employers to ensure any changes have a positive impact on workplace practices and employment opportunities. The proposals are currently light on detail and we are sure that, as we learn more over the coming months, we will be able to comment further on how employers might wish to navigate these potentially transformative changes.

For further information on this topic, please contact Kathryn Chidzey-Jones in our team on 07881 092524.

Stress awareness – how can managers support employees?

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April is stress awareness month and this year’s theme is ‘little by little’, which aims to highlight the impact of small positive actions on overall wellbeing. We consider the impact stress can have, how to be alert to it and what managers can do to support employees.

Stressful feelings typically happen when we feel we do not have the resources to manage the challenges we face. Feeling overwhelmed and unable to cope at work can have a significant impact on an employee’s performance, conduct and relationships with colleagues.

What causes stress?

 With regard to the workplace, employees can experience stress as a result of several factors such as:

  • Excessive demands from their role
  • Their workload feels unmanageable
  • They feel out of their depth with the task(s) they have been asked to perform
  • Disputes with a colleague or manager

It can also be the case that if your employee is suffering from stress because of one factor then they become more susceptible to being affected by other factors, and so the list of stressors expands quickly.

What are the impacts of chronic stress?

Stress in minor-to-moderate doses may be expected, as the body is equipped to handle these reactions and some people find a modest amount of stress to be quite helpful and motivating. However, the problem arises with ongoing stress – which can have serious consequences. Chronic stress impacts the entire body and can harm wellbeing in the long-term.

Ongoing stress is a risk factor for heart disease, dementia, stroke, accelerated aging, depression, anxiety, insulin resistance, prolonged digestive issues, and irritable bowel syndrome (IBS).

From a mental health perspective and in the context of work, stress can now amount to a disability within the Equality Act 2010. Chronic stress may negatively impact an employee’s:

  • Outlook on life
  • Interpersonal relationships
  • Performance in the workplace
  • Quality of self-care
  • Attendance levels and absences

Recent statistics issued by the Health and Safety Executive reveal that 1.8 million workers reported they were suffering from work-related ill health in 2022/23, with approximately half of the cases down to stress, depression or anxiety.

With this in mind, it is important employers and line managers are alert to those employees who might be suffering stress.

Spotting the signs in employees

These may not always be obvious or even caused by work, but the signs will be there. For example, is someone taking more time off, arriving for work later or being more twitchy or nervous? A change in behaviour can also be a sign of stress such as:

  • Mood swings
  • Being withdrawn
  • Loss of motivation, commitment and confidence
  • Increased emotional reactions – being more tearful, sensitive or aggressive

Sometimes employees may even start self-medicating with alcohol.

What should employers do?

The first step is to talk with your employee. Being sensitive and supportive is key – they may not wish to talk about the situation or may not have identified the stress for themselves. Make time for a meeting in the working day and discuss the matter in private. Once the employee begins to share what they are experiencing, you should be open minded about how they might be feeling. Ask open questions and really listen to what you are being told. Try to establish the cause of the stress with the employee and work together on identifying possible solutions.

Although this is highly dependent on the cause of the issue and the circumstances of the employee, possible solutions could include:

  • Making temporary changes to work duties
  • Allowing the employee to work flexibly for a period to enable them to deal with a domestic issue
  • Discuss making an occupational health referral
  • Signpost them to your Employee Assistance Programme if you operate one
  • Recommend external agencies for additional support, such as Mind or the Samaritans

Importantly, arrange to follow up with the employee to discuss how they are doing and what further support they might need.

There is no ‘one size fits all approach to helping an employee with stress. It is often not a simple or quick fix. If left unchecked, it can have numerous consequences, but with ongoing support, it may be possible for things to improve for the employee, which in turn may well assist to get their performance in their role back on track.

If you would like our support in managing a stress-related situation in your workplace or to develop relevant policies and guidance, please contact Simon Martin in our team on 07384 813 076.

Changes to flexible working coming in April 2024 – what employers need to know

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On 6 April 2024, the widely discussed changes to flexible working will come into force, when the Flexible Working (Amendment) Regulations 2023 take effect. Here’s what those changes are, what they mean for employers and what needs to be considered going forward.

What’s changing?

If you ask most people what the changes to flexible working are, they will say that the service requirement has been removed, as that has been the source of most discussion and debate. In fact, the legislation is actually making more changes than perhaps people realise. A summary of these changes includes:

  • ‘day one right’ – currently employees can only make a flexible working request once they have 26 weeks continuous employment. From 6 April 2024, this becomes a ‘day one’ right.
  • Two requests – currently employees can only make one flexible working request every twelve months. With these changes, employees will be able to make two statutory flexible working requests every twelve months.
  • Timescales reduced to two months – the current timescale for employers to deal with flexible working requests is three months. This reduces to two months under these changes.
  • Employers will not be able to refuse a request until they have consulted with the employee
  • Removal of the need for employees to explain the effect of the proposed change on the organisation, or how that could be dealt with when making a request

The changes do not affect an employer’s ability to reject requests on eligibility grounds or for one or more prescribed statutory reasons.

What does this mean for employers?

With the removal of a service requirement and greater application opportunities, it is possible that employers may see an increase in the number of flexible working requests, so it may present a ‘numbers’ challenge in the first instance. Employers should ensure any requests received, are acknowledged and tracking systems are in place to monitor progress.

Perhaps of more critical importance is the consideration of the reduced timescales and what that means for internal procedures. To ensure compliance, it will be essential that meetings are scheduled and responses returned, including any appeal, within the two-month period. You can extend the timescales but only with agreement from the employee. But critically, managers should look to maintain momentum in reviewing requests to avoid any unnecessary delays.

Importantly the responsibility is now on employers to give careful consideration to the request, its impact and how it might be accommodated. You can ask your employee to consider these and make any suggestions, but you cannot make it a compulsory part of the process.

What should employers do now?

  • Review your flexible working policies to ensure that they reflect the new requirements. Put in measures and systems that support being able to deal with requests within the timescale required. This might include putting in tracking systems to monitor the progress of requests, as well as guidance documentation so everyone involved understands their roles and obligations in the process
  • Train line managers on how to handle flexible working requests in light of the new requirements, particularly providing guidance on how they might make best use of the meeting with their employee, to explore the request and how it can be accommodated
  • Communicate the changes to staff. Letting staff know that these changes have come in and you have adapted your policies accordingly, can be a positive step for employee relations and increase employee engagement

Whilst some employers may consider the changes in legislation onerous, it is important to remember the benefits of flexible working for both employees and employers:

  • Allows employees to proactively manage other commitments, leading to less time taken off
  • Wider pool for recruitment
  • Positive for employer brand and attracting candidates
  • Retention of experienced and valued staff who might otherwise have to leave if they can no longer work their existing work pattern
  • Can promote a more diverse and inclusive workforce
  • Enhanced morale and motivation

The new legislation will not change the core principles behind flexible working. It remains a tool for employees and employers to discuss possible changes to ways of working and how that might be mutually beneficial. What the changes will do is make adaptations to eligibility, timescales and internal processes for dealing with requests. By taking a proactive approach and updating policies and internal procedures, as well as refreshing line manager training, organisations will ensure they are best placed to respond to any requests that are received under the new legislation.

If you would like any support in dealing with flexible working requests, drafting policy and guidance material or line manager training, please contact Sue Meehan Boyes in our team on 07384 468 797.

Is Hybrid Working, Working for You?

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It’s hard to remember a time before hybrid working. But as its usage has increased, so have some challenges. In this article we look at those challenges and consider how you can manage them within your own business.

The Current Picture in the UK


Recent data from the London Underground suggests that office attendance in the key London business districts has levelled off since November 2022. A Centre for Cities report stated that a hybrid working pattern is now most common in the capital, with the average office worker attending in person two days per week with three days worked remotely.

The report raises interesting questions regarding the loss of opportunities to collaborate in person, suggesting that the established economic benefits of ‘agglomeration’ which have been evidenced over the last century, are now on the decline. Although, given technological advances to accommodate remote collaboration in recent years, perhaps the impact is more nuanced than is being suggested.

Being co located with colleagues provides valuable opportunities for collaboration, learning and social interaction. But the pandemic has also demonstrated the value of remote working in fostering employee well-being, and work-life balance, without compromising on productivity.

Many employers continue to offer hybrid or remote-only working opportunities to attract and retain the best talent in a competitive recruitment landscape. Other academic research has evidenced the benefits of remote working to the wellbeing of employees, with the recent 4 day week study being a resounding success with 92% of those participating in the trial adopting the working pattern on an ongoing basis. Many employers who participated in the 4 day week study also offered hybrid or remote-only working opportunities and actually found a distinct increase in productivity.

Is Hybrid Working Right for Your Organisation?


It’s clear that the demand for flexible working is here to stay and that it can work. But it is equally important to recognize that there is no ‘one size fits all’ and organisations should review their own challenges before attempting to adopt any drastic changes to working practices.

As an employer, you might want to consider how you are measuring and monitoring the effectiveness of your current working practices.

  • This could include metrics such as financial data, productivity data, sickness absence data, recruitment and retention metrics, employee wellbeing data etc.
  • Seeking feedback from your employees informally on how it’s working for them through employee forums, surveys or via management.
  • Reviewing your flexible working policy and how you promote this within your organisation.

Peter Cheese, Chief Executive of the CIPD, said in response to the four-day-week trial “[the pilot] has shown the potential organisations have to rewrite the rules on working norms across different roles and sectors… [to] create better balance of working lives for their people while maintaining business output and outcomes”.

Keeping Connected While Hybrid Working


Being truly connected to your team is not simply about being online. The real puzzle is how we can maintain the scope for collaboration when working remotely. A few things you can consider:

  • Train your managers on how to engage, motivate and manage a remote team
    Remember, the skillset required to manage a dispersed team is not the same as managing a face to face team.
  • Create a working environment where innovation is encouraged and nurtured
    Depending on how you work, it may help to schedule some team thinking time. This could be during regular online meetings and/or during face to face development sessions.
  • Make face to face time count
    If you are arranging face to face events that will require investment and travel, make them worthwhile! Seek input from the team on the design of the day and how you will measure its success.
  • Maximise the use of technology but don’t forget the importance of human connection!
    One of the key criticisms of hybrid working is the lack of opportunity for human connection and socialising. You can weave in opportunities for social connection to your face to face events but we would also recommend making space for this remotely too.
  • Review and evolve
    Schedule regular opportunities to revisit the way things are done. It should not be set in stone and the way you work should evolve with the needs of the organisation and the team.

Looking Ahead

The evidence certainly suggests that hybrid working patterns will remain an established way of working for the foreseeable, something that businesses need to consider when they are looking to the future and the development of their recruitment strategies. In a recent survey by Deloitte, 77% of Gen Z and 71% of millennials would consider looking for a new job if their employer asked them to go to their workplace full-time. Likewise existing staff have appreciated the benefits a more flexible approach can bring – whether that’s in reduced travel time, better balance of caring responsibilities. Engaging with staff and giving consideration as to what could really work within the workplace, will help businesses be in the best position to both attract new talent and retain and motivate current employees.

 For a discussion on how you can make hybrid working or other forms of flexible working work in your organisation or the training we can offer, contact Kathryn Chidzey-Jones  in our team on 07881 092524.

Is Hybrid Working Here to Stay?

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Recent headlines suggest that there may be a ‘big return to the office’, whilst others promote the success of flexible working schemes, such as the successful outcome of the four day working week trial.

Since the pandemic there have been changes in working practices, attitudes and expectations for many and the conversation around hybrid working continues.

The Office for National Statistics (ONS) suggest that 28% of working adults are working on a hybrid basis in 2023 and that 16% work solely from home. Home or hybrid workers are more likely to be in professional roles, degree educated or above and be in the highest income band.

Why Offer Hybrid or Flexible Working?

According to the ONS:

  • 78% of hybrid workers say they have an improved work life balance
  • 52% say they complete work more quickly at home
  • 53% say there are fewer distractions at home
  • 47% report improved wellbeing

Research also suggests that job applicants and employees are motivated by flexibility, which is considered the most important motivator in keeping employees in their jobs – valued even more so than salary.

How Can Employers Manage Requests for Hybrid or Flexible Working?

The right to request flexible working is of course well established, and is set to widen as a result of the Employment Relations (Flexible Working) Bill. Alternatively, employers may decide that a formal request under their flexible working policy is not required, and there can be some advantages to dealing with requests outside the formal regime. Some employers have introduced hybrid working policies, allowing them to consider how their approach to hybrid working can meet their commercial needs. However employers decide to deal with requests for flexible or hybrid working, they should be mindful of any risks associated with how they deal with the request, particularly around possible discrimination risks if they decide to reject a request.

What Are the Potential Challenges?


Is hybrid working offered equally across the organisation? What are the consequences for different protected characteristics ie are there more women working in a hybrid capacity than men?

There can be challenges around how to effectively manage and supervise staff who are working remotely, and a different approach may be required to measuring performance. Employers need to be aware of the risk of ‘proximity bias’ – the idea that managers may perceive those employees who they see onsite as working more effectively than those who are working remotely.

There may be practical issues around the working environments of those staff working at home, around the need to ensure confidentiality and manage data protection effectively and around health and safety requirements.

There may also be some challenges around staff who need to balance caring responsibilities and working remotely, or those who request to work abroad. Finally, there can be a divide between groups of staff who can work remotely and those who can’t.

Don’t Forget Equality, Diversity and Inclusion

Research suggest that hybrid/flexible working is popular amongst underrepresented groups, with research suggesting that:

  • employees with disabilities were 11% more likely to opt for hybrid working than those without disabilities
  • those who identify as non-binary were 14% more likely to prefer hybrid working and LGBTQ+
  • employees were 13% more likely to choose hybrid working over their heterosexual colleagues

Employers should also be mindful not to unintentionally exclude particular groups where hybrid/remote working is imposed, such as those without suitable home working space or those who would benefit from working alongside colleagues in order to aid their development.

How Can Narrow Quay HR Support You and Your Organisation?

Narrow Quay HR can work with you to review your hybrid and flexible working arrangements, work with you to implement hybrid working policies and provide training for managers on managing and engaging remote/hybrid teams.

For more information on managing staff who are working remotely or dealing with hybrid/remote working requests, please contact Caitlin Anniss in our team on 07909 683 938.

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. 

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.

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.

The Future is Hybrid

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Hybrid working seems to be the new normal. With a quarter of workers now choosing to work remotely and from the office, we take a look at how you can best manage your workforce and employee expectations. 

Working Remotely and In the Office

Hybrid working allows your employees to split their time between working remotely and from the office. For most, this means working from home, but this could also mean working from a shared space, or even the local coffee shop! It doesn’t just stop there… more and more businesses are adopting a much more flexible way of working generally, including a shorter working week, compressed hours or term-time only working. There’s lots of possibilities.

What Are the Advantages?

Hybrid working not only offers more flexibility, but also supports a better work life balance, and contributes to positive mental health and wellbeing. Research has also shown that embracing flexible working pattern increases productivity. It can even help reduce overheads by saving on office space!

What’s the Difference Between Hybrid Working and Flexible Working?

There is no legal requirement to adopt a hybrid working model. It’s up to the employer to develop a practice that works best for the business and staff. There is also no requirement to have a hybrid working policy in place (although we would always recommend this as best practice).

There is an obligation on an employer to consider a request for flexible working if the employee has the necessary qualifying service of 26 weeks. Employees must provide a reason for their request, and give due consideration as to how this might impact your business.

Employers are under a duty to meet with the employee and properly consider the request, needing a good business reason to refuse. A flexible working request can include a request to make a temporary or permanent change to working patterns or location. If the employee isn’t happy with the outcome, they have a legal right to appeal, and must be taken through the appropriate appeal process.  

The Government are now also considering, whether the 26 week working requirement should be abolished, and this should in fact, become a day one right. Given the change in working culture, this is not surprising, but no decisions have been made yet.   

We have set out below some practical considerations to think about when adopting a hybrid working model, and how best to manage this.

Hybrid Working Policy

Having a policy in place can be a useful management tool and help enforce those necessary boundaries. This can be used to identify when and how often attendance at the office is expected, what is expected from remote workers (including communication guidance), and information about the use of equipment or IT security. You can also set out that all important health and safety information.

Effective Communication

Working remotely can often feel isolating, and when things are busy, those employees can sometimes be forgotten. This in turn can impact performance and productivity. Being clear about your expectations from the outset, and ensuring you plan ahead will help to manage this, and keep your employees on track.

This could include an online open door policy, diarising regular one to ones, and holding weekly team meetings by video call. Either way, ensure regular face to face contact is made, so those working remotely do not feel excluded, and that communication is effective.

Working Environment

Having a safe and comfortable working environment is essential to productivity. Think about whether those employees working from home have access to a suitable space to work, and to the equipment they need. Is there anything you need to provide, or any safety checks to be carried out? Is there a requirement for reasonable adjustments?

Managing Your Employees

It’s important to manage staff working remotely, as you normally would if they were in the office full time. Ensure staff have the same opportunities as those in the workplace, and that training and development needs are still being met. This could even include training for line managers on how to effectively manage those who have adopted hybrid working.

Finally, you may wish to consider the approach taken in Tokyo, where a whole new way of working has been adopted for those finding it hard to find their focus and meet deadlines!

For more specialist support with how best to manage hybrid working, please contact Kirsty Hunt in our team on 07384813077.