Bamboo People Solutions - How to guides

The Fair Work Agency: What Every SME Leader Needs to Know Now

Wed, 25 Mar 2026 13:03:42 GMT

The Five Things You Need to Fix Before April 2026 – Or Risk Costly Enforcement Action

Imagine an enforcement officer turns up at your door unannounced. No warning. No time to prepare. And no room for error.They want to see your holiday pay records, your sick pay calculations, and your employment contracts. You have 28 days to comply or face a penalty of up to £20,000 per employee.

This isn't a future scenario. The Fair Work Agency (FWA) launches in April 2026, and it has the power to do exactly that.

There is one clear message for SME’s: if you've been putting off getting your people processes in order, your time is running out.

What Is the Fair Work Agency?

The FWA is a new Government enforcement body being established under the Employment Rights Act 2025. Think of it as bringing enforcement under one into a single, powerful organisation.

This isn’t a new rulebook. It’s a new enforcement machine.

Unlike existing complaint-driven systems, the FWA doesn't need a worker to make a complaint before it acts. It can launch inspections and investigations entirely off its own back.

The FWA will cover:

�� National minimum wage enforcement

�� Statutory holiday pay

�� Statutory sick pay

⚠️ Modern slavery offences

�� Employment agency regulations

�� Record keeping compliance

�� Financial penalties for unpaid tribunal awards

The Powers You Need to Understand

This isn't just another piece of compliance legislation you can file away and forget. The FWA has real teeth.

�� Unannounced inspections

Enforcement officers can enter your business premises, examine documents, and seize electronic devices. They can require anyone on the premises, including your line managers and directors, to produce records or answer questions. No warning required.

�� Eye-watering financial penalties

If the FWA issues a notice of underpayment, you have 28 days to pay. If you don't, you face a penalty of 200% of the underpaid sum, capped at £20,000 per individual. Pay within 14 days and it reduces to 100%. That's not a typo - £20,000 per person.

⚖️ Tribunal representation

The FWA can bring employment tribunal claims on behalf of workers who aren't able or willing to bring their own. Suddenly, employees who might have previously stayed quiet have a powerful organisation in their corner, at no cost to them.

�� Criminal offences for non-compliance

Knowingly producing false documents, intentionally obstructing enforcement action, or failing to comply with an enforcement requirement without reasonable excuse could result in fines and imprisonment of up to 51 weeks. Directors and company officers can be personally liable.

Who Will They Target?

Initially, the FWA will focus on sectors known for high-risk exploitation - hand car washes, nail bars, and industries with high reliance on agency, casual, or migrant labour. A dedicated team will be established in April 2026 to target exactly these sectors.

But don't assume that means you're safe. As the FWA recruits and grows its regional presence, expect the net to widen. Staff can report you. Members of the public can report you. And the FWA can act on tip-offs without needing any formal complaint.

Here's the uncomfortable truth: there are businesses where there are no employment contracts in place, let alone proper records. If you're reading this and thinking "that sounds like us" - this article is for you.

The Three Areas That Will Catch Most SMEs Out

�� Holiday pay calculations

Holiday pay has always been complicated, and it's currently rarely enforced by the Government. That's about to change. The FWA plans to extend underpayment notices to cover holiday pay. Your calculations need to be right, particularly for irregular and zero-hours workers. If you're not 100% confident in your holiday pay process, get it checked.

�� Statutory sick pay from day one

From April 2026, SSP is payable from day one of absence with no qualifying earnings threshold. No waiting days. No lower earnings limit. If you haven't updated your sickness policies and manager briefings to reflect this, you're already behind.

�� National minimum wage - the hidden traps

Getting people to arrive 15 minutes early to change into uniform before their shift starts? If you're paying national minimum wage and not paying for that time, you're bringing them below it. The FWA will spot this. So will your employees. Review your actual working hours versus paid hours carefully.

Five Actions You Must Take Now

�� Audit your records

Could you produce accurate records of holiday entitlements, holiday taken, and sick pay payments at short notice? If the answer is "probably" or "I think so" - that's not good enough. Do a proper audit now, while you have time to fix the gaps. Block time in your diary this week to make it happen.

�� Check your holiday pay calculations

Get your holiday pay calculations reviewed, particularly if you have part-time, irregular, or zero-hours workers. Use a proper calculator, not a rough estimate. If you're paying casual workers a rolled-up percentage, check that calculation is correct.

�� Review your contractor arrangements

The FWA may hold you accountable for third-party violations. If you use contractors or agency workers, check that your agreements include compliance requirements around minimum wage and statutory rights. You can't outsource the risk by using a third party.

�� Train your managers - urgently

Enforcement officers can question anyone on the premises, not just HR or directors. If your line managers don't understand your processes, your legal obligations, or your records, they could inadvertently make things significantly worse during an inspection. Manager training isn't optional anymore. Complete a manager briefing this month.

�� Get your right to work checks in order

Every employee, from day one, must have a documented right to work check. Make it part of your induction process, store the evidence properly, and set reminders for when permissions expire. This is non-negotiable and there is no excuse for not having it.

The Reality Check

If you're doing everything right, the Fair Work Agency genuinely has nothing to interest them in your business. These laws already exist. The FWA isn't creating new obligations, it's enforcing existing ones.

But here's what I see regularly: businesses that think they're compliant because they've never been challenged. That's not the same thing. The employment practices that have slipped - the holiday pay calculations that were never quite right, the contracts that haven't been updated in five years, the managers who don't really know the sickness process - those are the gaps the FWA will find.

You have time to fix this. But not unlimited time. The FWA could be on your doorstep at any time from April 2026.

Most SME’s don’t think they’re high risk. That’s exactly why they get caught. Need a compliance audit before the Fair Work Agency arrives?

I work with SME leaders to review their people processes, identify risk areas, and put practical fixes in place, without the jargon or the drama. If you'd like to talk through where your business stands, just get in touch.

The Leadership Behaviours That Are Quietly Increasing Your Sickness Absence

Wed, 07 Jan 2026 12:36:03 GMT

How everyday leadership habits create absence patterns without anyone noticing

Two teams.
Same business.
Same sickness policy.
Same sick pay rules.

One team has regular short-term absence.

The other barely has any.

This is more common than most leaders realise. And it tells us something important.

Sickness absence isn’t just about illness. It’s one of the clearest indicators of how confidently and consistently managers lead .

And in many businesses, absence levels aren’t rising because people are suddenly less well. They’re rising because everyday leadership behaviours are quietly driving patterns that go unchallenged .

Not intentionally.
Not maliciously.
But consistently.

The uncomfortable truth about sickness absence

Most businesses treat sickness absence as an HR or policy issue. Something to document, track and escalate when it gets “bad enough”. And when absence levels are high they turn to policy changes, sometimes even taking away sick pay. Not only does this not fix the problem, it disengages all the high performers and reduces discretionary effort in the long term.

Absence patterns usually form long before HR gets involved.

They’re shaped by:

what managers say (or don’t say)
what they follow up on
what they let slide
how consistent they are between team members

In other words, sickness absence is strongly influenced by leadership behaviour.

And this is where things often go wrong.

The leadership behaviours that quietly increase absence

These behaviours usually come from good intentions. Managers want to be supportive, kind and reasonable. But without confidence and clarity, those intentions can backfire.

Here are some of the most common patterns I see.

�� Avoiding return-to-work conversations
If someone comes back after sickness and nothing is said, the message is clear. Absence doesn’t really matter here. Silence is rarely neutral. Over time, it trains behaviour.

�� Confusing kindness with lack of challenge
Many managers worry that asking questions feels accusatory. So they avoid them. But supportive leadership doesn’t mean stepping back completely. It means engaging properly, not pretending nothing happened.

�� Ignoring short, frequent absences
One day here. Half a day there. Nothing “serious”. Until it becomes a pattern. Managers often wait for a big trigger before acting, instead of addressing issues early when they’re easier, and cheaper, to manage.

⚖️ Managing some people tightly and others loosely
Teams notice inconsistency immediately. When one person’s absence is questioned and another’s is ignored, perceptions of unfairness grow. That resentment often shows up as disengagement and more absence.

�� Treating sickness as off-limits
Some managers believe sickness is untouchable. So they don’t ask questions, don’t explore patterns and don’t intervene at all. But managing sickness absence isn’t about questioning illness. It’s about managing attendance fairly and consistently.

�� Outsourcing absence management to HR
Some managers step back completely and hand sickness absence over to HR at the first sign of discomfort. HR becomes the enforcer, the chaser, the note-taker. The manager disappears. HR should support, guide and advise - not replace the manager. When managers abdicate responsibility, absence management becomes reactive, over-formal and disconnected from day-to-day reality.

None of these behaviours look dramatic on their own.

But together, they create exactly the conditions where absence levels creep up.

What strong leadership looks like instead

Good absence management isn’t harsh, clinical or uncaring.

It’s calm.
It’s consistent.
And it’s human.

Strong leaders:

hold return-to-work conversations as standard, not as a confrontation
notice patterns early and address them proportionately
apply expectations fairly across the team
understand the difference between support and avoidance
feel confident enough to manage absence without fear of “saying the wrong thing”

Importantly, they don’t see absence management as something separate from leadership. It’s part of how they lead people day to day.

And when it’s done well, it often reduces sickness absence while improving trust and wellbeing.

Why this matters even more now

Sickness absence has always carried a cost. But changes to statutory sick pay mean that cost is becoming much more visible.

With sick pay now payable from day one - including people previously ineligible, small absences now have a bigger financial impact. That makes leadership behaviour even more important.

When absence costs more, inconsistency costs more.

Businesses that rely on managers “just doing their best” without proper guidance will feel this first.

Three actions leaders can take now

You don’t need to rewrite your policy to make progress here. Start with leadership behaviour.

�� Look for inconsistency, not policy gaps
Ask yourself how different managers handle the same absence scenarios. If the approach varies widely, that’s your real risk.

��️ Pay attention to return-to-work conversations
If they’re rushed, awkward or skipped altogether, that’s a clear signal that managers lack confidence, not care. Make them mandatory, even for half days.

�� Train managers to manage absence confidently, not cautiously
Avoidance often comes from fear. Confidence comes from understanding what’s reasonable, lawful and effective. Give them the language, frameworks and confidence to address patterns early

Where managers usually need support

Most managers were never taught how to manage sickness absence properly. They’re expected to balance care, consistency and compliance without any real training.

That’s exactly why I created Managing Short Term Absence with Confidence .

It’s designed to give managers:

confidence in return-to-work conversations
clarity on spotting and addressing patterns early
practical judgement, not rigid scripts
a balanced approach that supports people and protects the business

It’s not about turning managers into HR experts. It’s about helping them lead absence properly.

The reality check

You can’t control illness.

But you absolutely can control how absence is managed.
And leadership behaviour is one of the most powerful – and overlooked – levers you have.

If sickness absence is rising quietly in your business, it’s worth asking a different question.

Not “what’s wrong with the policy?”
But “how confidently are our managers leading this?”

That answer usually tells you everything you need to know.

Need help and support taking action to improve your absence management practices? Send me a DM and we can talk through how I can support you.

Goal Setting Isn't About Doing More. It's About Choosing Better

Fri, 02 Jan 2026 15:16:53 GMT

Leadership Goal Setting Isn't Broken – But How We Use It Often Is

It's January and we can all go a bit crazy at this time of year with resolutions, goals, things we'll change. I see it with clients every year. Brilliant leaders who add fifteen new priorities on top of an already full plate.

Business goals. Team goals. Personal goals. Stretch goals. SMART goals.

And by February, many leaders feel more overwhelmed than focused. We're tired, worn down and have quietly given up on all those great ideas.

Most leadership goals sound sensible.

"Be more strategic."
"Delegate better."
"Improve communication."
"Support the team more."

They're not wrong but they rarely change anything.

I see this constantly when working with leaders. They're capable, committed, and under pressure. They genuinely want to lead well. But their goals are vague, overloaded, or disconnected from how they actually spend their time.

They are juggling a million tasks and have little time to stop and think.

The problem isn't ambition.

It's focus.

The Leadership Goal-Setting Trap

Leadership pressure doesn't usually come from a lack of skill. It comes from too many competing priorities.

Leaders are expected to:

Deliver results
Support their team
Manage performance
Make decisions
Keep things moving
Fix problems as they arise

All at the same time.

So when it comes to goal setting, leaders often default to one of three traps:

�� Everything becomes a priority
When every leadership area feels important, focus gets diluted. Energy spreads thin. Decision-making slows. Firefighting increases.

�� Goals stay theoretical
"Be a better leader" sounds positive, but what does it actually change on a Tuesday afternoon when your diary is full and your inbox is on fire?

⚡ Goals are added, not chosen
Leadership goals often get layered on top of an already overloaded role, rather than replacing something or sharpening focus.

The result is predictable:

Good intentions. Little behavioural change. Ongoing overwhelm.

Why More Motivation Isn't the Answer

When leaders feel stuck, the instinct is often to push harder.

More effort.

More hours.

More mental load.

But leadership effectiveness doesn't come from doing more. It comes from choosing better.

The leaders who create the biggest impact don't try to improve everything at once. They get very clear on where their leadership effort makes the biggest difference right now.

That clarity reduces noise.

It improves decision-making.

And it creates momentum.

What Effective Leadership Goal Setting Actually Looks Like

Strong leadership goals have three things in common:

�� They are specific and intentional
They focus on one leadership behaviour or dimension that will shift outcomes. Not a long list of improvements.

�� They are grounded in reality
They reflect how time and energy are actually being spent, not how a leader wishes things looked.

�� They change behaviour, not just intent
They influence decisions, conversations, and priorities in day-to-day leadership. Not just annual objectives.

This is why effective leadership goal setting often starts with stepping back, not planning forward.

A Simple Leadership Reset

One of the most powerful things a leader can do is pause and ask:

Where is my leadership energy really going?
What am I reacting to, rather than choosing?
Where would greater focus create the biggest impact?

When leaders take time to reflect across key leadership dimensions, patterns emerge quickly:

Strengths they rely on too heavily
Areas that are being neglected under pressure
Behaviours that create unnecessary complexity

This isn't about judgement.
It's about clarity.

And clarity leads to better choices.

One Focus Beats Ten Goals

The most effective leadership goals are often surprisingly simple.

One clear focus.

One intentional shift.

One behaviour to strengthen over the next 30 days.

That might be:

Being more deliberate about where time is spent
Having one conversation you've been avoiding
Letting go of work that doesn't need your involvement
Rebalancing effort away from firefighting and back to leadership

When leaders choose one priority, they reduce overwhelm and increase impact at the same time. That focused effort translates directly to better team performance and stronger business results.

Three Questions for Leaders

If you're setting leadership goals this year, start here:

�� What feels most stretched right now?
Not what should matter – what actually feels heavy or scattered?

�� Where would better focus make the biggest difference?
To your team, your results, or your own capacity.

�� What is one leadership behaviour you could commit to changing for the next 30 days?
Not forever. Just long enough to create momentum.

The Reality Check

Leadership goal setting isn't about becoming a different person.

It's about leading with more intention and less noise.

The leaders who make the biggest progress aren't the most motivated.

They're the most focused.

Clarity doesn't come from trying harder.

It comes from choosing where your leadership effort really belongs.

Want support with your focus?

I've created a free Leadership Focus Reset to help you work through these questions properly.

It shares a clear leadership framework and guided reflection prompts. It takes around 30 minutes and will help you reset your priorities and choose one clear focus for the next 30 days.

Make a cuppa, grab a biscuit, and give yourself space to think.

Start the free Leadership Focus Reset here (click here)

If you'd like to assess your leadership skills more deeply, or build confidence in the areas you're currently avoiding, send me a DM.

Those are often the areas that unlock the biggest shift.

The 2026 “People Cost Crunch” – Budget Now or Watch Your Margins Disappear

Sun, 07 Dec 2025 15:31:35 GMT

What The Budget And Law Changes Mean For Your Business - Four months to act before April 2026 costs hit your bottom line

If you employ people in the UK, April 2026 is going to reshape your cost base — whether you prepare for it or not.

April 2026 is now the single biggest pressure point for UK employers in over a decade.

Not because of one change, but because of a perfect storm of wage increases, tax freezes, SSP reforms and new employment law obligations landing simultaneously. All when businesses were already struggling with the increased costs during 2025.

The Autumn Budget confirmed what many business owners already suspected – your people costs are going up again, and unless you plan early, those increases will hit margins fast.

Below is a clear, pragmatic overview of what’s changing and what you should do now.

1. The Budget: What Actually Matters for Employers

Plenty of headlines. Only a few truly impact your business.

Frozen income tax thresholds to 2030/31

The Chancellor extended the freeze on personal tax thresholds for another three years.
This means more of your employees will drift into higher tax bands without a real rise in living standards.

Impact on your business

Pay increases feel less generous to employees
More pressure on salaries as people try to keep up with the tax drag
Knock-on impact on retention and reward expectations

Employer National Insurance stays at 15%

There were no new NI increases, but the increase in 2025 combined with wage inflation means your NIC bill will continue to rise.

Minimum wage increases from April 2026

The next round of increases include:

National Living Wage (21+): £12.71/hour (4.1% rise)
18–20 rate: £10.85/hour (8.5% rise)

These increases disproportionately affect those that employ younger workers (think hospitality, retail, leisure and childcare). All sectors that can’t easily pass costs to customers.

Pension salary sacrifice capped from April 2029

Salary sacrifice is a popular way for employers and staff to keep more of what they earn. Rather than taking their full salary in cash, employees could swap part of it - before National Insurance - for a benefit. Most commonly, that benefit is a pension contribution. This saved both employer and employee National Insurance contributions.

From April 2029 there will be a £2,000 annual cap on NI-efficient pension sacrifice. It won’t bite immediately, but it will affect reward strategy and higher earners.

Although the cap doesn’t apply until 2029, any employer who uses salary sacrifice heavily should begin reviewing reward design during 2026 to avoid future disruption.

2. SSP Reform in April 2026 – The Quiet Change That Will Cost You the Most

This is the reform most SMEs are not preparing for - and the one most likely to disrupt budgets.

From April 2026:

The three-day waiting period is removed
The lower earnings limit disappears
More people qualify and you pay from day one
The weekly SSP rate rises again

A simple worked example:

A part-time worker earning £80 per week currently receives £0 for a short period of sickness.

From April 2026:

SSP is payable from day one
At £64 per day (pro-rated), a typical three-day absence costs:
£192
Today, the same absence costs: £0

Multiply this across a year, and across a whole workforce, and the jump becomes obvious.

Why this matters

Short absences get significantly more expensive
More workers become eligible
Poor attendance management will now hit the bottom line quickly
Businesses with lots of part-time or lower-paid staff feel this most

This is where the greatest financial risk sits for SMEs. Not in the headlines, but in the day-to-day patterns of absence.

If you need to strengthen your absence processes ahead of April 2026, my SSP & Absence Management e-learning gives your managers the clarity and confidence they need. If you’d like to find out more send me a DM.

3. Employment Rights Bill - 2026–27 Legal Changes

The Employment Rights Bill is still doing its “ping-pong” through Parliament, but several key directions of travel are now clear. Alongside the Budget, employers must prepare for the next wave of legal changes:

Faster access to unfair dismissal – the qualifying period is expected to drop from two years to six months . This is an improvement on day one rights but it still has a significant implication on how you manage your people, particularly new joiners. A shorter qualifying period increases risk where documentation is weak or conversations have been avoided.
Removal of the unfair dismissal compensation cap – moving to potentially uncapped awards in some circumstances. Awards could rise significantly where processes are mishandled.
Stronger family-friendly rights – day-one rights to paternity and unpaid parental leave; neonatal leave and pay already in place for babies born after April 2025.
Stronger obligations on harassment prevention and collective redundancy processes , including extended early conciliation periods and digital HR1 requirements.

On their own, each of these is manageable. Together, they raise the bar for your documentation, your manager consistency and your appetite for risk. These changes will require tighter documentation, more consistent management behaviour and clearer decision-making .

4. What you should do

A planning timeline makes the load manageable and keeps you commercially ahead.

December / January - Get Your Foundations Right

�� Model your 2026 people costs
Include:

Minimum wage increases
SSP from day one
Higher statutory payments
Knock-on cost of frozen thresholds and NI

�� Audit your policies

Sickness and absence
Family leave
Flexible working
Harassment and conduct
Documentation expectations for managers

�� Identify your risk hotspots
Roles, teams or sites where:

Absence is high
Youth labour is concentrated
Part-time earnings fall below today’s thresholds

Q1 2026 – Build Capability and Tighten Processes

�� Train your managers
Focus on:

Return-to-work conversations
Documentation
Dealing with persistent short-term absence
Fair and consistent decision-making

�� Improve early intervention
Use simple, consistent triggers that pick up patterns without punishing genuine ill health.

�� Strengthen recruitment and workforce planning

Consider apprenticeships (free training for under-25s in SMEs)
Review contractor and casual arrangements
Assess labour mix and rota design

April 2026 – Go Live and Monitor Closely

⚡ Implement new SSP rules
Ensure payroll, HR and line managers are aligned.

�� Monitor sickness weekly for the first quarter
Spot patterns early before costs escalate.

�� Support managers through real-time cases
This is where most businesses slip. Hesitation, inconsistency, or avoidance.

�� Improve management of probation periods for new starters

Don’t let your managers shy away from difficult conversations. If individuals are not delivering as expected provide support to improve and act quickly to dismiss when it’s clear they won’t meet performance expectations.

5. Stop “fixing” people problems reactively

The businesses that will cope best with 2026 are the ones already doing the basics well:

Clear expectations
Reasonable, consistent boundaries
Proper documentation
Managers who actually lead, not just supervise

If you have underperformance, attendance problems or brewing grievances, deal with them in quickly .

The Reality Check

The combination of wage rises, frozen thresholds and SSP reform means 2026 will be a pressure year for people costs. Particularly for SMEs.

But none of this needs to be chaotic if you prepare early.

The businesses that win in 2026 will be those that:

Know their numbers
Strengthen their absence and people systems
Equip managers properly
Build clarity and consistency into every decision

You don’t need to firefight through these changes.

You just need a clear, commercial plan. Start now, not in April

Need help and support taking action to improve your people practices and manage budget cuts? Send me a DM and we can talk through how I can support you.

Are You a Manager Who Thinks You Don't Need Help?

Tue, 28 Oct 2025 12:57:33 GMT

(And Why You're Wrong)

"I don't need management training. I've been doing this for years."

"My team performs well. We hit our targets."

"I know my people. I don't need someone else telling me how to manage them."

Sound familiar? I often meet managers who think they've got it all figured out. They're confident, experienced, and getting results.

But here's what they don't see… the conversations their team has about them when they're not in the room.

The best managers aren't those who never need help. They're those who actively seek it out.

The Blind Spots You Can't See

�� You think your team tells you everything Reality check: They don't. People tell their manager what they think their manager wants to hear. They save the real feedback for their colleagues, partners, and exit interviews.

�� You mistake compliance for commitment Your team does what you ask because they have to, not because they want to. There's a difference between people following instructions and people being genuinely committed in achieving results.

⚖️ You think fair means treating everyone the same Good management means treating people as individuals. What motivates one person might demotivate another. One-size-fits-all management gets one-size-fits-all results.

�� You assume your communication is clear You know what you meant to say. But what did your team actually hear? The message you send isn't always the message that's received.

�� You don't see your own patterns We all have default behaviours under pressure. Some managers become controlling. Others become distant. You can't fix patterns you don't recognise.

The "Successful" Manager's Trap

Many managers resist help because they're getting results. Sales are up. Projects are delivered. Targets are met.

But success can mask problems:

High performance, high turnover Your results look great, but you're burning through people. The cost of replacement and training is hidden in other budgets.
Short-term results, long-term problems Pushing hard for immediate results often creates stress, burnout, and disengagement that shows up later.
Dependent teams Your team performs well when you're there but struggles when you're not. You've created dependency, not capability.
Limited growth Your approach works for your current team and situation. But can you scale it? Can you handle different personalities, bigger teams, more complex challenges?

Five Signs You Need Help (Even If You Think You Don't)

�� Your team only comes to you with good news

If people aren't bringing you problems, concerns, or different perspectives, they don't trust you with the truth.

�� You solve the same problems repeatedly

When the same issues keep arising, it's not bad luck. It's a system problem that requires a different approach.

�� You're frustrated with your team's motivation

"They just don't care like I do." This is often a sign that your approach isn't connecting with what actually motivates your people.

⏰ You work longer hours than your team

Good managers develop people who can take responsibility. If you're always the one staying late and solving problems, you're not developing capability.

�� People behave differently when you're not there

If the dynamic changes when you leave the room, people aren't comfortable being authentic around you.

What Good Management Support Looks Like

�� An outside perspective

Someone who can see patterns you can't, ask questions you haven't considered, and challenge assumptions you don't realise you're making.

��️ Practical tools and frameworks

Not theory, but real techniques you can use immediately to handle difficult conversations, motivate individuals, and build team capability.

�� Personalised development

Generic training assumes all managers face the same challenges. Good support addresses your specific situations, team dynamics, and development needs.

�� Ongoing development

Management isn't a skill you learn once. Business changes, people change, challenges evolve. Good managers never stop learning.

Three Things Every Manager Should Do

�� Get honest feedback

Ask your team what you should stop doing, start doing, and continue doing. Create safe ways for people to give you real feedback, not just what they think you want to hear. 360 feedback can be a great way to get honest, actionable insights to what you need to focus on.

�� Invest in your development

Whether it's coaching, training, mentoring, or peer learning - commit to improving your management skills just like you'd commit to improving your technical skills.

�� Find your support network

Other managers facing similar challenges, a mentor who's been where you want to go, or a coach who can help you develop new approaches.

The Power of 360-Degree Feedback

The challenge with getting honest feedback is that most people won't give it directly; especially not to their manager. They're too worried about consequences, too concerned about the relationship, or simply unsure how you'll react.

This is where 360-degree feedback becomes transformational. 360-degree feedback can reveal your default patterns by showing how different people experience your leadership.

A proper 360 assessment gathers anonymous, structured feedback from your manager, your peers, and your direct reports. It asks the same questions of everyone, giving you comparable data about how you're perceived across different relationships. You also complete the questions so you can evaluate your perception of yourself against how others see you.

What makes 360 feedback so powerful:

�� Anonymity creates honesty

When people know their individual responses can't be identified, they tell the truth. You finally hear what your team has been saying about you when you're not in the room.

�� Patterns become visible

One person's opinion might be an outlier. When multiple people identify the same strength or development area, you can't dismiss it. The pattern is real.

�� You see the gaps

The most valuable insight comes from comparing how you see yourself with how others see you. Where's the disconnect? What are you not aware of?

�� It's specific and actionable

Good 360 tools don't just tell you you're "not a great leader." They show you exactly which aspects of your leadership behaviours work and which don't, according to the people who experience them.

I use 360 feedback extensively in my coaching work. We review the results together, identify the development priorities, and create an action plan based on real data about your leadership impact. It transforms vague feelings of "I could be better at this" into concrete, evidence-based development goals. It also provides a way to measure your improvements.

The managers who get the most value from 360 feedback are those who approach it with genuine curiosity rather than defensiveness. They want to know the truth about their impact, even when it's uncomfortable.

The Reality Check

The managers who resist help most are often the ones who need it most. Confidence without self-awareness creates blind spots that become expensive problems.

Your team's performance reflects your management capability. If you want better results from your people, start by becoming a better manager of people.

The best athletes have coaches. The best leaders have support. The best managers never stop learning.

Thinking you don't need help isn't a sign of competence. It's a barrier to excellence.

The question isn't whether you need help with your management skills. The question is whether you're brave enough to get it.

Ready to become the manager your team actually wants to work for? I offer two leadership development packages:

�� 360 Leadership Profile + 3 Coaching Sessions: £765 + VAT

Get comprehensive feedback from your manager, peers, and direct reports, then work through the insights and create your action plan in three focused coaching sessions.

�� 360 Leadership Profile + 6 Coaching Sessions: £1,295 + VAT

The complete development package. We'll not only identify your development areas but work together over six sessions to embed new behaviours and track your progress.

The best managers never stop developing their people skills. Let's start with understanding how you're really perceived. Get in touch to find out more.

Why Good People Leave (And It's Not What You Think)

Wed, 08 Oct 2025 08:44:16 GMT

The Five Reasons Your Best People Are Walking Out (And What To Do About It)

Your best performer just handed in their notice.

You're frustrated. They seemed happy. The pay was competitive. The benefits were good. So why are they walking away?

Here's the uncomfortable truth: good people don't leave for the reasons you think they do.

It's Not About Money (Mostly)

Yes, people need to pay their bills. But if money was the main driver, every good employee would constantly be job hunting for the highest bidder. They're not.

Good people leave when they stop believing in what they're doing, where they're going, or who they're working for.

The exit interview will mention "better opportunity" or "career development." What they won't tell you is that they've been mentally checked out for months.

The Real Reasons Good People Leave

�� They don't see a future Not just promotion - they can't see how the business is growing or where their role fits in that growth. If you're not sharing your strategic direction, they're making assumptions. And those assumptions are rarely positive.

�� Their manager is the problem People don't leave companies, they leave managers. If your manager doesn't communicate well, doesn't develop people, or doesn't model the values you claim to have - that's why they're going.

��️ Their voice doesn't matter They've tried to contribute ideas, improvements, or solutions. Nothing happens. They stop trying and start looking elsewhere for a place where their expertise is valued.

⚡ There are no consequences High performers hate working alongside poor performers who face no consequences. When standards slip and nothing happens, good people lose respect for leadership and start planning their exit.

�� They've stopped learning Good people want to grow. If they're doing the same tasks with no new challenges, no skill development, and no progression, they'll find somewhere that will stretch them.

The Warning Signs You're Missing

They stop volunteering for extra work Previously eager employees who suddenly only do exactly what's required have mentally moved on.

They go quiet in meetings Used to contribute ideas and ask questions? Now they just nod and stay silent. They've given up trying to influence anything.

They start taking all their holiday Sounds positive, but often means they're using time off for interviews or just mentally disengaging from work.

They mention other companies more often "I saw that Company X is doing..." becomes a regular comment. They're researching their next move.

Three Things You Can Do Now

�� Have the conversation Pick your best performer. Ask them directly: "What would make you excited to still be here in two years?" Listen to the answer. Then act on it.

�� Review your managers Your managers are your retention risk. If they can't answer these questions clearly, they're probably losing people: "What's our business strategy?" "How do I develop my team?" "What are our non-negotiables?"

�� Create consequences Address the performance issues you've been avoiding. Poor performers don't just affect productivity - they drive away your best people. Deal with it or lose them.

The Reality Check

Good people leave because they stop believing. In the business direction, in their manager's competence, in the value of their contribution, or in the standards you claim to uphold.

You can't retain everyone. But you can create conditions where good people want to stay and grow.

The question isn't whether you can afford to invest in retention. It's whether you can afford not to.

Stop assuming people leave for money. Start addressing the reasons they actually leave.

Losing good people regularly? Let's identify what's really driving them away and fix it before you lose the next one. Send me a DM and we can talk through how I can support you.

The Leadership Skills That Actually Matter

Wed, 24 Sep 2025 20:41:04 GMT

A Simple Four-Skill Framework That Delivers Real Results

Most leadership models are rubbish.

Not because the concepts are wrong, but because they're overcomplicated. Twenty different competencies. Fifty behavioural indicators. Complex frameworks with multiple layers and interdependencies.

When everything is important, nothing is important. When you're trying to focus on twenty different leadership skills, you end up mastering none of them.

Here's the truth: effective leadership comes down to four key areas. Get these right, and the rest follows naturally.

I've developed a simple leadership framework that I use with my clients - the Leadership T-Model. It focuses on the practical skills that actually make a difference to team performance and business results.

What Real Leadership Looks Like

Real leadership isn't about charisma or inspiring speeches. It's about four practical skill areas that directly impact your team's performance and your business results.

Get these right, and people will follow you. Get them wrong, and all the leadership courses in the world won't help.

The Four Skills That Define Great Leaders

⚡ Functional Leadership - Excellence in Operational & Commercial Management

You need to be brilliant at the business side of leadership. This means knowing your numbers, making confident decisions, and consistently delivering results. You can't lead effectively if you don't understand the commercial realities of what you're asking people to do.

What this looks like: You know your key performance indicators inside out. You can make tough decisions quickly and stand by them. You understand how your team's work connects to business profitability. When things go wrong, you take control and fix them.

What this doesn't look like: Avoiding difficult decisions. Not understanding the financial impact of your choices. Procrastinating when action is needed. Shying away from accountability.

�� Vision & Clarity - Provides Meaning for People and Nurtures Group Goals

Your team needs to know where they're going and why it matters. You need to translate big-picture business goals into "what it means for me" at an individual level. People work harder when they understand the purpose behind their tasks.

What this looks like: You hold regular team briefings with passion and energy. You create clear, measurable targets that people can track. You explain how individual contributions impact overall success. You adapt your communication style to ensure everyone understands.

What this doesn't look like: Unclear messages about priorities. One-size-fits-all communication. Not checking that people understand what's expected. Being vague about what success looks like.

�� Developing a Great Team - Provides Support and Challenges Team to Be the Best They Can

Great leaders develop people. You need to actively coach, give feedback, and create opportunities for growth. You also need to address poor performance quickly and fairly. Your job is to get the best out of every person on your team.

What this looks like: Regular one-to-ones with meaningful feedback. Celebrating individual and team successes. Providing training and development opportunities. Having difficult conversations when needed. Knowing each person's strengths and development areas.

What this doesn't look like: Avoiding performance conversations. Having favourites. Not investing time in developing people. Allowing poor performers to affect team morale. Hiding away from your team.

✅ Being a Role Model - Consistent Behavioural Role Model with High Expectations

You set the standard for everyone else. Your behaviour shows people what's acceptable and what's not. If you don't model the standards you expect, you'll lose credibility fast.

What this looks like: Following the same rules and standards you expect from others. Being punctual and professional. Showing resilience when facing challenges. Treating everyone with respect. Being visible and approachable.

What this doesn't look like: Having different standards for yourself. Being negative or unprofessional. Playing favourites. Ignoring poor behaviour in others. Being dishonest or lacking integrity.

Three Questions to Ask Yourself

�� Which of these four areas is your weakest?

Be honest. Where do you struggle most? Functional delivery? Communication? Developing people? Setting standards? You can't improve what you don't acknowledge.

⚖️ What's one behaviour you need to stop?

Look at the "what it doesn't look like" examples. Which one describes something you do regularly? Pick one thing to stop doing this week.

�� What's one behaviour you need to start?

From the "what it looks like" examples, what's missing from your leadership approach? Choose one specific action to implement immediately.

The Reality Check

Leadership isn't about personality or natural talent. It's about developing practical skills that help people perform better and achieve results.

You don't need to be the most charismatic person in the room. You need to be the most competent at creating conditions where people can do their best work.

The four skills above aren't glamorous. They're not about inspiration or motivation. They're about the practical, day-to-day behaviours that make teams effective and businesses successful.

Stop looking for leadership shortcuts. Start developing the skills that actually matter.

Your team - and your results - will improve immediately.

Want to assess your leadership skills properly? The areas you're avoiding are usually the ones that need the most attention. If you’d like support in developing your leadership skills send me a DM.

The Difficult Conversation You're Avoiding

Wed, 17 Sep 2025 19:41:55 GMT

From avoidance to action: Why most 'difficult' conversations aren't actually difficult

There's a conversation you need to have. You know exactly what it is and who it's with.

You've been putting it off for days, maybe weeks. Every time you think about it, you feel a knot in your stomach. You've rehearsed it in your head dozens of times, imagining how it might go wrong.

So you delay. You hope the situation will improve on its own. You tell yourself you'll do it next week when things are less busy.

But the problem isn't getting better. It's getting worse. And now you're losing sleep over it.

Why Managers Avoid Difficult Conversations

�� Fear it will be confrontational You imagine shouting, tears, or awkward silences. You worry about damaging the relationship or making the person defensive.

�� Not knowing what to say You don't have a script. You're worried you'll say the wrong thing, make legal mistakes, or handle it badly.

⏰ Hoping it will resolve itself Maybe they'll realise the problem and fix it without you having to say anything. Maybe they'll leave. Maybe it will just go away.

�� Fear of making it worse What if they get upset? What if they argue back? What if other people find out? What if it affects team morale?

The Reality About Difficult Conversations

Most difficult conversations aren't difficult.

They're uncomfortable, yes. But confrontational? Rarely.

Often, the employee knows there's an issue. They might even be relieved you're finally addressing it. They certainly respect you more for having the courage to lead.

The conversation you're avoiding is rarely as difficult as you think it will be. But avoiding it definitely makes everything worse.

How to Have the Conversation

�� Start with facts, not feelings "You've been late four times this week" not "You seem to have a time management problem." "You interrupted Sarah three times in yesterday's meeting" not "You're being disrespectful." "Your report was submitted two days after the deadline" not "You don't seem to care about deadlines."

Facts are hard to argue with. Feelings and interpretations create defensiveness.

�� Focus on impact, not intent "When you're late, it delays the team meeting and affects everyone's schedule" not "You don't care about the team." "When reports are late, it delays the client presentation" not "You're letting everyone down." "When people are interrupted, they can't contribute their ideas properly" not "You're being rude."

You don't know their intent, but you can see the impact. Focus on what you can observe and measure.

✅ Be clear about expectations "I need you to be here by 9am every day" not "Try to be more punctual." "In meetings, please let people finish their point before responding" not "Be more respectful." "Reports must be submitted by the deadline we agree" not "Try to be more organised."

Vague requests get vague results. Specific expectations get specific changes.

Three Steps to Have Any Difficult Conversation

��️ Schedule it properly Don't ambush them. "Can we have a chat about punctuality? Are you free for 15 minutes this afternoon?" gives them time to prepare mentally.

�� Keep it focused One issue per conversation. Don't bring up everything they've ever done wrong. Deal with the specific behaviour that needs to change.

�� Listen to their response There might be something you don't know. Personal issues, work challenges, or misunderstandings. Listen first, then work together on solutions.

What Usually Happens

In most cases, the person will:

Acknowledge the issue
Explain any circumstances you weren't aware of
Agree to change the behaviour
Thank you for being direct rather than letting it fester

The dramatic confrontation you imagined rarely happens. What you get instead is clarity, respect, and usually quick improvement.

The Cost of Continuing to Avoid It

Every day you don't have the conversation:

The behaviour continues or gets worse
Your stress increases
Other team members notice your inaction
Your credibility as a leader decreases
The conversation becomes harder to have

The longer you wait, the bigger the issue becomes and the more difficult the conversation actually gets.

The Reality Check

You're not paid to avoid difficult conversations. You're paid to have them.

Leadership isn't about being liked. It's about being effective. Sometimes that means saying things people don't want to hear.

Your team needs you to address issues. They need to see that standards matter and that poor behaviour has consequences.

The conversation you're avoiding right now? It's probably not as difficult as you think.

But it's definitely necessary.

Schedule it. Have it. Move on.

Your team - and your peace of mind - will thank you for it.

Got a difficult conversation you've been putting off? The longer you wait, the harder it gets and the more it affects your credibility as a leader. If you need help planning your next steps then send me a DM.

The Right to Work Checks That Could Cost You £45,000

Tue, 19 Aug 2025 13:36:09 GMT

How to protect your business from illegal working fines

Almost 750 illegal working civil penalty notices were issued to businesses in just three months this year. That's an 80% increase on last year.

But here's the bigger picture: between July 2024 and May 2025, there were 9,000 enforcement visits resulting in 6,410 arrests. The government isn't just talking tough - they're taking action.

The fines are eye-watering: up to £45,000 for each illegal worker. For repeat offences? £60,000 per person. And it's not just fines - you could face criminal charges and business closure.

Many employers think they're doing the right thing. They check documents, they keep records. But they're still getting it wrong.

Here's how to protect your business.

Why Right to Work Checks Matter More Than Ever

�� The financial risk is huge £45,000 per illegal worker isn't a slap on the wrist. For a small business, even one fine could be devastating. Multiple workers? It could close you down.

�� Enforcement is increasing The Home Office issued 80% more penalty notices in Q1 2025 compared to last year. They conducted 9,000 enforcement visits in 11 months, resulting in 6,410 arrests. They're actively looking for businesses that get this wrong.

⚖️ Criminal charges possible It's not just civil penalties. You could face criminal charges for knowingly employing illegal workers, and your business could be shut down completely.

⚖️ The rules keep changing Immigration rules changed again in July 2025 - Skilled Worker visas now require degree-level jobs instead of A-level equivalent, and Adult Social Care visas closed to new applicants. What worked last year might not be compliant now. Ignorance isn't a defence.

��️ Your statutory excuse matters Do the checks properly, and you have legal protection even if someone later turns out to be working illegally. Get them wrong, and you're liable for the full penalty.

The Three Ways to Check Right to Work

�� Manual checks The traditional method - checking original documents in person, copying them, and keeping secure records.

What you need to do:

Get original documents from the government's approved lists
Check them in the person's presence
Take dated copies
Set reminders for follow-up checks when documents expire

�� Online checks (mandatory for some) Using the Home Office's online checking service for people with biometric documents (like BRP cards or ePassports). Note: Biometric Residence Cards/Permits MUST be checked online only - physical copies are no longer acceptable since July 2021.

What you need to do:

Get the person's share code from their gov.uk account (expires after 30 days)
Enter their details into the Home Office Employer Checking Service
Verify the photograph matches the person (in person or via live video call)
Download and retain the confirmation
Set reminders for when permission expires

�� Digital checks (British and Irish nationals only) Using certified Identity Service Providers with special technology.

What you need to do:

Use only government-certified providers
Complete biometric and document checks
Keep copies of the validation reports

The Mistakes That Cost You Protection

❌ Accepting the wrong documents Not all documents prove right to work. Using an out-of-date list or accepting documents that look official but aren't approved will lose you your statutory excuse.

❌ Poor quality copies Blurry photocopies or partial documents won't protect you. You need clear, complete copies of every page that prove identity and work rights.

❌ Missing follow-up checks Many work permissions are time-limited. If you don't check again when they expire, you lose your protection and could be employing someone illegally.

❌ Accepting photos or scans You must see original documents in person or via live video call. Photos, scans, or emailed copies don't provide statutory excuse protection.

❌ Not checking consistently You must check every employee's right to work, regardless of their nationality, appearance, or accent. Selective checking could lead to discrimination claims as well as penalties.

❌ Reasonable cause to believe If you have any reason to suspect someone doesn't have the right to work - inconsistencies in their story, documents that don't look right, or tip-offs from colleagues - you must investigate. Turning a blind eye removes your protection.

What's Coming Next

�� Extended requirements The Border Security, Asylum and Immigration Bill is progressing through Parliament. When passed, Right to Work checks will extend to:

Gig economy workers
Subcontractors
Anyone working "in the name of your business"
Third-party platforms

�� TUPE transfers If you're acquiring a business, the Right to Work checks transfer with the employees. But so does the liability for any improperly conducted checks. You get a 60-day grace period to complete proper checks for acquired workers.

What Changed in July 2025

�� Higher skill requirements Skilled Worker visas now require degree-level jobs (RQF 6) instead of A-level equivalent (RQF 3). Around 180 job types are no longer eligible.

�� Adult Social Care visa closed No new applications accepted from July 2025. Existing workers can stay until July 2028, but can't extend after that.

⏳ Transition periods apply If you have workers on the old rules, they can continue for now. But plan for when the transition periods end.

Five Actions You Must Take Now

�� Audit your current process Review how you currently do right to work checks. Are you using the latest government guidance? Are your document lists up to date? Are your records complete?

�� Train your hiring managers Everyone involved in recruitment needs to understand the current rules. One mistake by one manager could cost you £45,000. Make sure they know what documents to accept and how to check them properly.

�� Set up follow-up systems Create calendar reminders for when work permissions expire. Don't rely on employees to tell you when their visa runs out. You're responsible for checking.

�� Review your current workers Check the status of any foreign nationals you employ. With the visa rule changes, some may not be able to extend their permission to work. Plan for this now, not when their visa expires.

�� Secure your records Make sure your right to work documentation is stored securely and is easily accessible. You may need to produce it quickly if you're investigated.

When Employees Refuse to Provide Documents

This is tricky. You can't dismiss someone just for refusing to provide right to work documents - that could be discriminatory.

But you can dismiss for "some other substantial reason" if you genuinely and reasonably believe you'd be breaking the law by continuing to employ them without seeing the documents.

The key is demonstrating that your belief is genuine and reasonable, not just an excuse to get rid of someone.

Red Flags to Watch For

�� Reluctance to provide documents Most people with the right to work are happy to prove it. Excessive delays or excuses could indicate problems.

�� Documents that don't look right Poor quality printing, missing security features, or information that doesn't match what the person tells you.

�� Inconsistent information Stories that change, dates that don't add up, or qualifications that don't match the job requirements for their visa type.

�� Cash payment requests People without proper work authorisation sometimes prefer cash payments to avoid detection.

The Reality Check

Right to work checks aren't bureaucracy. They're business protection.

The government is serious about stopping illegal working. The fines are substantial and the enforcement is increasing.

But if you do the checks properly, you're protected. Even if someone later turns out to be working illegally, you won't face penalties if you followed the correct process.

Don't think this won't affect you. 750 businesses got penalty notices in just three months. They all thought they were doing things correctly.

Review your process. Train your people. Keep proper records.

Because £45,000 per illegal worker isn't a risk worth taking.

Need help ensuring your right to work processes are bulletproof? Send me a DM if you’d like help or support. The businesses getting this right are those taking it seriously now, not waiting for a penalty notice.

The Sickness Changes That Will Cost UK Business £1 Billion - Your Action Plan

Thu, 31 Jul 2025 12:05:47 GMT

Top tips to prepare for changes to sickness absence in April 2026

April 2026 is coming fast. And with it, sickness absence changes that will cost UK businesses over £1 billion annually.

If you think this won't affect you, think again. An employee earning £100/week currently gets nothing when they're off sick. From April 2026? They'll get £80/week statutory sick pay.

Every day off will cost you more. Every employee will be entitled to sick pay from day one, regardless of earnings.

The businesses that prepare now will manage these costs. Those that don't will see their salary budgets bills explode.

What's Actually Changing

The changes are currently working their way through parliament. There is little indication that things will change significantly but there may be updates to the finer details (keep an eye out on my posts and newsletter, I’ll share when things are updated). Currently this is what we know is proposed:

�� Lower earnings limit removed Currently, employees must earn £123/week to get statutory sick pay. From April 2026, all employees get SSP regardless of earnings. It is likely that there will be an increase to the SSP rate, as there normally is each tax year.

⏰ 3-day waiting period eliminated No more three-day qualifying period. Employees get paid from the first day they're off sick.

�� Payment rate increased 80% of weekly earnings OR the statutory rate, which is currently £118.75 (whichever is lower). This is a significant increase for many workers.

The impact? Millions more employees will be entitled to sick pay, and you'll pay it from day one instead of day four.

The Real Cost to Your Business

�� More people eligible Part-time workers, casual workers, and low earners who previously got nothing will now all be entitled to SSP.

⚡ Earlier payments Instead of waiting three days, you pay from day one. That's three extra days per sick episode.

�� Higher rates 80% of earnings means higher payments low earning employees.

Example: A full time employee earning £200/week who takes five days off sick:

Currently: 2 days of SSP at £118.75/week (£47.50 total)
From April 2026: 5 days at £118.75/week - capped at current SSP rate (£118.75 total)

That's a 150% increase in cost for one sick episode.

Five Actions You Must Take Now

�� Review your sickness policies Make sure your absence management process is robust enough to handle increased costs. Once the legislation passes, update the three-day waiting period and earnings threshold to reflect the new reality.

�� Train managers on return-to-work interviews and managing absence Every absence will cost more, so every return matters. Train managers to conduct meaningful return-to-work conversations after every absence - even half a day off. These conversations help identify patterns and prevent repeat absences.

COMING SOON – in September 2025 Bamboo People Solutions will be launching a new e-learning module for managers on managing absence. This is aimed at supporting SME’s in improving their absence management process.

�� Strengthen absence management Implement systems to track and manage absence patterns. Early intervention prevents long-term absence. Regular monitoring helps you spot problems before they become expensive.

�� Review company sick pay policies If you currently offer company sick pay above statutory levels, review how this aligns with the new SSP rates. You might be paying much more than you intended.

�� Tighten record-keeping The Fair Work Agency launches in April 2026 alongside these changes. They'll be monitoring compliance. Ensure you have proper records of all sickness absence, return-to-work conversations, and payments made.

What This Means for Different Business Types

�� Small businesses with part-time staff You'll see the biggest impact. Many of your casual workers who previously got nothing will now be entitled to sick pay from day one.

��️ Retail and hospitality With high staff turnover and many low-earning employees, your sick pay costs could double or triple.

�� Manufacturing with shift workers More employees will be eligible, and you'll pay from day one instead of day four.

�� Professional services Junior staff and support roles earning below the current threshold will now be eligible for sick pay from day one, increasing your employment costs.

The Hidden Costs You Haven't Considered

�� Administrative burden Processing sick pay from day one means more paperwork, more payments, and more tracking.

�� Cash flow impact Smaller businesses will feel the immediate impact of paying sick pay from day one, especially during winter months when absence typically peaks.

��Compliance monitoring The Fair Work Agency will have powers to investigate and fine businesses that don't comply. Poor record-keeping could be expensive.

Planning Your Budget

�� Calculate your current sick pay costs Look at last year's absence data. How many employees took sick leave? How many days total?

�� Model the new costs Apply the new rules to your historical data. Remove the three-day waiting period. Include previously ineligible employees. Calculate the difference.

�� Plan for increased absence When sick pay is more generous and available from day one, some businesses may see increased absence rates. Factor this into your planning.

The Reality Check

These changes are happening whether you're ready or not. The businesses that will thrive are those preparing now, not those waiting until April 2026.

Review your policies, train your managers, strengthen your processes, and prepare your budget.

The cost of preparation is nothing compared to the cost of being unprepared when these changes hit.

Your competitors are probably hoping these changes will go away or get delayed. They won't.

Use this time wisely. Get your systems right now, while you have time to do it properly.

Because from April 2026, every day off will cost you more.

Need help preparing for the sickness absence changes? The businesses that act now will manage these costs much better than those that wait.

Coming soon – subscribe to my newsletter for an article on proactive steps you can take to prevent and reduce sickness absence in your business.

You Have Time to Fix Your People Problems - But Don't Waste It

Fri, 25 Jul 2025 14:27:55 GMT

Big changes are coming for UK businesses with the introduction of the Employment Rights Bill. And the ones that prepare properly will have a significant advantage.

Employment tribunal claims rose 23% last year. There are 45,000 open cases right now - a 32% increase on last year. The system is buckling under pressure. The heat is on employers to get people practices right and if they don't the commercial implications in terms of time and cost are significant. The Bill adds additional stress to businesses that are already finding it hard.

But here's the good news: the government has given you more time to prepare. The biggest change - day-one unfair dismissal rights - won't kick in until 2027.

The businesses that use this time to build proper people management systems will thrive. Those that don't will be at serious risk of costly claims and poor staff commitment.

You have time to get this right. But only if you start acting now.

The Numbers That Should Worry You

�� Tribunal claims are exploding:

Unfair dismissal: 22% of all claims
Discrimination claims: 30% of total cases (up 15% in one quarter)
Disability discrimination: up 28% in Q1 2025 alone
Average unfair dismissal award: £13,749

�� Immediate costs hitting now:

National Insurance up from 13.8% to 15%
Statutory sick pay rises to £118.75 per week
New neonatal care leave: 12 weeks paid
Fire and rehire failures: 25% compensation uplift (up to 112.5 days' pay)

These aren't just statistics. They're real costs hitting real businesses right now.

What Changes When (And Why It Matters)

The government is taking a phased approach, with three key implementation dates:

�� April 2026:

Statutory Sick Pay reforms
Protective awards double (90 to 180 days for collective redundancy breaches)
Fair Work Agency established
Day-one paternity and parental leave rights
Trade union balloting changes

�� October 2026:

Fire and rehire restrictions
Enhanced sexual harassment prevention duties
Third-party harassment liability
Extended tribunal claim time limits
Stronger union rights and tips laws

�� 2027 - The Big One:

Day-one unfair dismissal rights

Currently, employees need two years' service to claim unfair dismissal. From 2027, they can claim from day one. With unfair dismissal already representing 22% of all tribunal claims, expect this to explode.

The smart businesses are using this extended timeline to build proper people management systems, not just fixing immediate problems.

The People Problems You Need to Fix (But Now You Have Time to Do It Right)

�� Underperformers That team member who's been coasting for months? You don't need to panic, but you do need a plan. Use this time to implement proper performance management systems, not just quick fixes.

⏰ Attendance issues Persistent lateness or absence patterns? Build robust absence management procedures. You have time to do this properly, not reactively.

�� Attitude problems Behavioural issues affecting the team? Address them systematically. Create clear behavioural expectations and consequences.

�� Poor documentation If you can't prove your decisions were fair, you'll lose at tribunal. Use this extended timeline to build proper record-keeping systems.

This isn't about rushing to fire people. It's about building systems that prevent problems and manage them fairly when they arise.

Three Things You Should Start This Year

�� Build proper foundations Don't just patch problems - build systems. Review employment contracts, create comprehensive policies, and establish robust record-keeping. You have time to do this properly.

�� Invest in manager development Train your managers in employment law basics, difficult conversations, and fair treatment principles. They're your first line of defence, and you now have time to develop their skills properly.

�� Create prevention systems Rather than just fixing current issues, build systems that prevent problems. Regular employee feedback, clear communication processes, and proactive performance management.

The Business Case (It's Not Just About Compliance)

Getting people management right isn't just about avoiding tribunals. Committed employees deliver:

21% higher profitability
10% increase in customer satisfaction
20% increase in sales

Poor people practices cost you:

Management time lost to tribunal proceedings (average 4.8 weeks per claim)
Reputational damage
High turnover costs
Reduced productivity from everyone else

The Reality Check

The employment law landscape is changing, but you have more time than originally thought to prepare properly.

Day-one unfair dismissal rights don't come in until 2027. But don't waste this opportunity. The businesses that use this time wisely will have a significant competitive advantage.

This isn't just about compliance. It's about building businesses that can attract, retain and motivate great people. The businesses that will succeed are those that see these changes as an opportunity to professionalise their people practices.

You have time to get this right. But only if you start building proper systems now, not waiting until 2026 to panic.

The question isn't whether you can afford to invest in better people management. It's whether you can afford not to.

While others wait until the last minute, smart businesses are already building the people practices that will give them competitive advantage in the new employment landscape.

Don't waste the extra time you've been given.

Need help building robust people management systems? The businesses that start now will be way ahead of those that wait until the last minute.

Need help preparing for the changes ahead? The businesses that act now will have a significant advantage over those that wait until 2026.

Why Your Team Isn't Committed

Sat, 28 Jun 2025 12:49:52 GMT

(And What To Do About It)

You know the feeling. You're working harder than ever, but your team seems to be going through the motions. They do what's asked, but nothing more. They're present, but not really there.

Here's the problem: you think you have an engagement issue. You don't. You have a commitment issue.

The Difference That Matters

Engaged employees participate in workplace activities and say positive things about the company. Committed employees go beyond that - they want the business to succeed and actively contribute to making it happen.

The numbers don't lie. Committed employees deliver 21% more profit, 10% higher customer satisfaction, and 20% increase in sales. That's not engagement fluff - that's bottom-line impact.

Why Commitment Is Missing

Most leaders focus on the wrong things. They think ping pong tables and free coffee create commitment. They don't.

Real commitment is built on four key areas:

�� Strategic Narrative Do people know where the business has come from and where it's going? If your team can't tell the story of your business journey and future direction, they're just turning up to work. They need to understand the bigger picture to feel part of it.

�� Engaging Manager Does the manager act as a role model, provide clear vision and develop the team? Your managers are the bridge between business strategy and individual performance. If they're not engaged, neither is anyone else.

�� Employee Voice Is there opportunity to share ideas and get involved with things that matter to them? Not token consultation - real input on real decisions. When people's expertise is sought and used, they invest more of themselves.

✅ Integrity Are there clear behavioural expectations and values, and are they actually followed? Is what you say what people see you do? Do you nip issues in the bud when behaviour doesn't fit your expectations and values? Nothing kills commitment faster than leaders who don't live their own values or let others ignore them.

Three Actions You Can Take This Week

�� Start with one person Pick your best performer. Sit down with them and ask: "How does your role contribute to our profitability?" If they can't answer clearly, start there. Help them see the connection.

�� Listen to solve, not to respond In your next team meeting, ask for input on a real business decision you're facing. Then actually use their input. When people see their ideas implemented, commitment grows.

⚖️ Address the performance gap You know who your weakest performer is. Everyone else knows too. Either help them improve or help them move on. Keeping poor performers destroys the commitment of everyone else.

The Reality Check

Building commitment isn't about being nice. It's about being clear on expectations, consistent with consequences, and genuine about valuing contribution.

Your team wants to be committed. They want to feel like their work matters and that they're part of something successful. But commitment isn't something that happens to them - it's something you build with them.

Stop trying to engage people into caring. Start building the conditions where commitment can grow.

Need help building real commitment in your team? Let's talk about what's actually stopping your people from caring about your business success.

The Growing Need for Effective People Management in SMEs

Tue, 24 Jun 2025 09:39:04 GMT

Why Getting It Right Has Never Been More Critical

The landscape for small and medium-sized enterprises (SMEs) has never been more challenging when it comes to people management. With employment tribunal claims rising by 23% in the last year alone and sweeping employment law changes on the horizon, SMEs can no longer afford to take a reactive approach to people matters.

The Stark Reality: Rising Tribunal Claims Tell a Story

The Ministry of Justice's latest tribunal statistics covering January to March 2025 paint an increasingly concerning picture for UK businesses. The data reveals a system under severe strain:

45,000 open employment tribunal cases at the end of March 2025 – a staggering 32% increase on the same period last year
Unfair dismissal claims dominate at 22% of the total caseload – a figure set to explode when day-one unfair dismissal rights take effect
Discrimination claims surged to represent around 30% of total claims – more than a 15% increase on the previous quarter
Disability discrimination claims jumped 28% in Q1 2025 alone, with 2,231 claims filed

The breakdown of claim types tells a stark story:

Unfair dismissal: 22% of all claims
Breach of contract: 14% of all claims
Disability discrimination: 13% of all claims

But it's the momentum that's most alarming. Redundancy pay claims rose 25% to 484 cases, while working time directive claims increased 25% to 1,232 cases in just one quarter.

These aren't just numbers – they represent real businesses facing significant financial and reputational damage. With the average unfair dismissal award sitting at £13,749 and discrimination awards averaging much higher, even one tribunal claim can be devastating for an SME.

The system is buckling under pressure, with calls mounting for government intervention. While the Chancellor's recent Spending Review included £450 million per year for the court system, it remains unclear how much will reach employment tribunals – leaving businesses facing potentially years-long delays in resolution.

April 2025: The First Wave of Change

While the major Employment Rights Bill reforms won't take effect until 2026, significant changes are already hitting SMEs in 2025:

Immediate Changes (Already in Effect)

National Insurance increases : Employer contributions rise from 13.8% to 15% on earnings above £5,000 (down from £9,100)
Statutory rates increase : SSP rises to £118.75 per week, with maternity/paternity pay increasing to £187.18 per week
Neonatal care leave : New 12-week paid leave entitlement for parents of babies requiring specialist care
Enhanced protective awards : Fire and rehire failures can now result in 25% compensation uplifts on protective awards (up to 112.5 days' pay)

2026 and Beyond: The Employment Rights Revolution

The Employment Rights Bill represents the "biggest update to workers' rights in a generation." For SMEs, the implications are profound, particularly given the current tribunal crisis.

Consider this: with unfair dismissal already representing 22% of all tribunal claims, the introduction of day-one unfair dismissal rights will likely trigger an avalanche of new cases. Currently, employees need two years' service to claim ordinary unfair dismissal – removing this barrier could dramatically increase the 45,000 open cases already clogging the system.

Other key changes include:

Guaranteed hours contracts for workers on irregular schedules
Enhanced flexible working rights from day one
Stronger protections against dismissal for pregnant women and new mothers
Day one paternity and parental leave rights
Mandatory prevention of harassment duties for employers

With discrimination claims already surging (up 15% in Q1 2025 alone) and disability discrimination claims jumping 28% in just one quarter, the enhanced protections will likely fuel further increases in tribunal activity.

What SMEs Can Do Now: Building Resilience

The businesses that will thrive are those taking action today, not waiting until 2026. Here's your roadmap:

1. Audit Your Foundation

Review all employment contracts for compliance and clarity
Assess your current policies against upcoming requirements
Evaluate your record-keeping systems – accurate documentation will be crucial
Check your payroll systems can handle the increasing complexity

2. Strengthen Your People Practices

Implement robust recruitment processes that demonstrate fairness and consistency
Develop clear performance management frameworks to support any future dismissal decisions
Create comprehensive induction programmes to maximise success during extended probationary periods
Establish regular communication channels with employees to identify and address issues early

3. Address Difficult People Challenges NOW

With day-one unfair dismissal rights looming in 2026, you have a critical window to resolve existing people issues:

Review all current probationary periods – make decisive decisions to either confirm or dismiss before April 2026
Tackle underperformance proactively – begin formal performance management processes immediately for struggling employees
Address persistent absence patterns – implement formal absence management procedures now, not later
Deal with conduct issues decisively – don't let behavioural problems fester until day-one rights take effect
Document everything thoroughly – ensure you have robust evidence trails for any decisions made

This isn't about being harsh – it's about being fair to both your business and good employees. Addressing these issues now, while you still have current legal protections, prevents them from becoming significantly more complex and costly post-2026.

4. Invest in Manager Capability

Many SMEs lack dedicated HR expertise, making manager capability critical:

Train managers in employment law basics and fair treatment principles
Develop confidence in difficult conversations and conflict resolution
Ensure managers understand the business case for good people practices
Create clear escalation procedures for complex situations

5. Focus on Employee Engagement

With discrimination claims representing 30% of all tribunal cases and rising sharply, prevention is critical:

Regular employee feedback mechanisms to identify issues before they escalate
Clear communication about company values and expected behaviours
Robust anti-discrimination policies and training – particularly around disability discrimination
Recognition and reward systems that motivate and retain good people
Flexible working arrangements that meet business and employee needs

Preparing for 2026: Strategic Considerations

Financial Planning

Budget for increased employment costs and potential tribunal cases from enhanced rights and higher NICs through to dispute management
Consider the cost of extended probationary periods and potential impact on productivity
Plan for potential increases in family-related leave uptake
Factor in the increased difficulty and cost of managing performance issues post-2026

Policy Development

Prepare to update employment policies ready for 2026 implementation
Consider how guaranteed hours contracts might affect your business model
Review your approach to zero-hours contracts and casual workers
Develop harassment prevention strategies beyond basic compliance

System Improvements

Upgrade HR information systems to handle increased complexity
Improve absence tracking and management systems
Enhance document management for employment-related records

The Business Case: Why This Matters

Effective people management isn't just about compliance – it's about competitive advantage. Research shows that committed employees deliver:

21% higher profitability
10% increase in customer satisfaction
20% increase in sales

Conversely, poor people practices lead to:

Significant management time lost to tribunal proceedings (average 4.8 weeks per claim)
Reputational damage
High turnover costs and reduced productivity
Potential years-long delays in tribunal resolution due to the current backlog crisis

Making It Manageable

For many SMEs, the challenge isn't knowing what to do – it's having the expertise and time to do it. Consider:

Engaging specialist HR consultants who understand SME challenges
Joining employer networks for shared learning and support
Investing in people management training for key managers
Regular people health checks to identify and address risks early

The Bottom Line

The employment law landscape is changing rapidly, and the cost of getting it wrong has never been higher. With 45,000 cases already clogging the tribunal system and unfair dismissal claims set to explode once day-one rights take effect, there's a critical window for action.

You have approximately 18 months to clean house. Use this time wisely to address underperformance, resolve conduct issues, and make the difficult decisions while current protections still apply. After April 2026, these conversations become infinitely more complex and costly.

But this isn't just about compliance – it's about building businesses that can attract, retain and motivate great people. The SMEs that will succeed are those that see these changes as an opportunity to professionalise their people practices, create competitive advantage through employee engagement, and build robust foundations for growth.

The question isn't whether you can afford to invest in better people management – it's whether you can afford not to. And the time to act is now, before the law changes make everything significantly more difficult.

If you'd like help and support taking the next steps please get in touch.

What does a Labour Government mean for employment law and people practices?

Tue, 09 Jul 2024 13:43:50 GMT

Key new legislation being introduced by labour in 100 days

With a new party in power there will be lots of change in all areas of public policy and employment law is an area in which the Labour party made clear their intentions in their manifesto. Employment law is big impact with relatively low cost so it’s an area where there can be many quick wins. A lot of the changes demonstrate they are for the people. I think this can also bring positives to business in that it should improve culture, which will lead to greater productivity and profitability.

Labour have committed to introducing legislation in the first 100 days so it is likely that we will see movement relatively quickly; in practice this means that the changes will be introduced to parliament on 25 October. At this stage there aren’t timescales as to when things will be implemented – some will be quickly and some will take longer. There will be detailed consultation on some areas. As things work through we can start to proactively plan what this means for your business.

Below is an overview of all the key changes that we can expect to see. My top recommendation would be to look at the list and decide which areas are likely to have the greatest impact on your business and start thinking about whether you’ll need to consider changes in practice and training.

Key areas to consider:

Ensuring processes like probation, performance and disciplinary are embedded in the organisation. With rights to unfair dismissal from day one it is key that your managers follow proper process. It will be essential that you have fair and reasonable processes
Your managers should be trained so you can proactively.
Review the different types of contact you have in place and start workforce planning in preparation of the changes that will come through

Key Actions to complete:

1. Create new contracts & update existing contracts

2. Create new policies and update existing policies

3. Understand the new / amended procedures

4. Train your managers

Contractual Considerations

Day-one rights: Remove qualifying periods for basic rights like unfair dismissal, sick pay, and parental leave so they become day-one rights.
Single status of “worker”: Remove current distinction between employees and workers so that all workers are afforded same basic rights and protections, eg sick pay, holiday pay, parental leave, protection against unfair dismissal, etc.
Self-employment: Be given a right to a written contract.
Zero-hours contracts: Ban “one-sided” flexibility; anyone working regular hours for 12 weeks or more will gain right to a regular contract to reflect hours worked; and all workers to get reasonable notice of any change in shifts or working time, and recompense for cancelled shifts.

Pay

Raise wages for workers: Remove age bandings used in current system; reform role of the Low Pay Commission, including requiring it to take the cost of living into consideration when recommending rates; ensure travel time in sectors with multiple working sites is paid; act on “sleep over” hours in sectors like social care; create Fair Pay Agreements in adult social care; and ban unpaid internships except as part of education/training course.
Sick pay: Strengthen Statutory Sick Pay (SSP), make it available for all workers and remove the waiting period. Rate to represent fair earnings replacement.

Employee Rights

Family-friendly: Make parental leave a day-one right; introduce right to bereavement leave; make it unlawful to dismiss pregnant employees for six months after return from maternity leave except in specific circumstances.
Tips: Strengthen the law to ensure hospitality workers receive their tips in full and workers decide how tips are allocated.
Close pay gaps: Publication of ethnicity and disability pay gaps to be mandatory for firms with more than 250 staff.
Strengthen rights: Strengthen existing rights and protections, including for pregnant workers, whistleblowers, workers made redundant, workers subject to TUPE processes and those making grievances; reinstate School Support Staff Negotiating Body; and encourage employers to sign up to “Dying to Work” charter to support workers with a terminal illness.
Tackle harassment: Require employers to create and maintain workplaces and working conditions free from harassment, including by third parties.
Caring responsibilities: Review implementation of carer’s leave and examine benefits of introducing paid carer’s leave.
Wellbeing: Support wellbeing of workers and their long-term physical and mental health; and assess whether existing regulations and guidance are adequate to support and protect those experiencing the symptoms of Long Covid.
Menopause: Require large employers with more than 250 employees to produce Menopause Action Plans.
Enforcement rights: Extend time limit for bringing employment tribunal claims to six months; simplify enforcement of equal pay; and establish a single enforcement body to enforce worker rights.

Flexibility

Flexible working: Make flexible working the default from day one for all workers except where it is not reasonably feasible.
Right to switch off: Introduce a new right to disconnect and protect workers from remote surveillance.

Dismissal Practices

Fire and re-hire: Improve information and consultation procedures by replacing statutory Code of Practice introduced by current Government with a stronger one; and adapt unfair dismissal and redundancy legislation to prevent workers being dismissed for not agreeing to a worse contract.

General

Artificial intelligence (AI): Work with workers, trade unions, employers and experts to examine what AI and new technologies mean for work, jobs and skills.
Update trade union laws: Strengthen trade union right of entry to workplaces; simplify process of union recognition; strengthen protections for trade union reps; and new duty on employers to inform workforce of right to join a union in their written contract.

The next few months will be very busy. If you need help or support then get in touch. Bamboo People can help you understand what you need to do and carry some of the workload.

Navigating Political Conversations at Work

Thu, 27 Jun 2024 09:29:45 GMT

A guide for employers

Office politics plays a key role in the culture of an organisation. But what happens when we have a general election looming and conversation in the workplace switches to real world politics?

Reed Recruitment carried out a survey and their latest research produced some really interesting statistics. On the one hand 60% of UK workers felt it was OK to talk about politics at work yet half of them would not share who they would be giving their vote to, suggesting that this is considered too personal to share. Why might individuals not want to discuss politics in any great depth?

Politics overload – with every news program talking pledges and lies, leader debates, manifesto comms and party-political broadcasts, maybe they have had enough and don’t want to discuss it at work.
They are simply not interested. They have their views and know who they are going to vote for and won’t be swayed, and don’t want to be influenced – it’s not open for debate.
It’s no one else’s business.
A desire to not to put themselves in a position where they might be caught in a controversial conversation or debate about their views or even face challenge or ridicule.
They don’t want to cause offence to others and appreciate their views are best kept to themselves and want to avoid getting involved in office politics.
Maybe they are concerned if people knew their political views and preferences it might affect their position or development/promotional prospects.

Reed’s research found 30% of people surveyed experienced co-workers trying to influence their political beliefs in the workplace. Even more surprisingly 1 in 10 surveyed said their employer had tried to influence their political beliefs at some time. It’s no wonder that people don’t want to discuss politics in detail at work.

The Challenges for Employers

If we look at the Human Rights Act, article 10 provides for the right to freedom of expression, but employers do need to consider the impact on workplace relationships and the legal implications of talking politics in the workplace.

The biggest challenge for employers is that discussing politics at work could create animosity or friction within teams or between individuals. This can have a huge impact on team and workplace dynamics, particularly in small organisations and teams. In more extreme cases employees may feel bullied or harassed for their political beliefs and views. This could be considered as a protected characteristic under the Equality Act 2010. Therefore subject to assessment of whether it is a genuinely held belief should they bring a tribunal claim. If an employer failed to handle a bullying or harassment claim seriously and properly, an employee can leave the organisation and make an employment tribunal claim (subject to the usual service eligibility). Or they may face claims from an individual disciplined or dismissed for poor conduct.

Other challenges can be that conflict and discontent in the workplace can fracture working relationships making the environment not a nice place to work, and can affect productivity and communication. It could prompt employees to look for another job if they feel unhappy, discontent and not looking forward to coming to work because of conflict. It could even impact the way employees communicate with and serve customers/clients.

What Should You Do?

Careful and appropriate handling is key. We don’t want to have a policy for every eventuality, and we would all like to think that a common-sense approach would prevail and that existing policies and procedures such as Bullying and Harassment, Dignity at Work and Equality and Diversity would cover this situation. Policies need to be clear on what is and isn’t regarded as acceptable behaviours and conduct in the workplace. If as an employer you feel this may be a very specific problem or you are noticing some issues creeping in as the political campaigns grow momentum, then you could issue some guidance on expressing political views in the workplace to all employees. Alternatively ensure it is included as a policy statement or section within other policies and procedures. It is always much easier to point to a breach of policy, but that doesn’t mean you can’t rely on generally accepted standards of conduct and behaviour.

If a problem arises and employees seem to be at odds with each other, look initially to address the matter with them both informally and perhaps verbally. Explain the problem, the impact they are having on each other and others around them and ask them to stop and explain the next steps if the situation continues. You could try a facilitated conversation or some mediation to help resolve matters.

If the problem persists and behaviour and conduct continues to be a problem, then you may need to consider what action to take that is appropriate in the circumstances. You may need to ask whether either party is wishing to raise a formal complaint (if they haven’t already) and if they are you must take the complaint seriously and deal with it under the organisation’s grievance procedure in a timely way. If a formal complaint is received, you will need to carry out an investigation into the alleged conduct to establish the facts and evidence and recommend whether disciplinary action is appropriate for one or both (or more) parties. If you feel one party has clearly overstepped the boundaries of appropriate conduct or behaviour and detailed investigation is not needed or will not add any further context or evidence, then you may be able to start a disciplinary process without lengthy investigation.

Either way what is important is that matters are not left to fester and are not disregarded as some healthy debate and ‘a bit of workplace banter’. In summary our key takeaways for you are:

Make sure you have appropriate policies, procedures and/or guidelines in place on what is and isn’t acceptable conduct and behaviours in the workplace or when dealing with customers/clients.
Train managers on the difference between workplace banter and acceptable standards of conduct so they can help you manage situations and pick up problems swiftly and address them.
If you have a formal complaint, take it seriously and deal with it in a timely manner carrying out whatever level of investigation is reasonably required.
Ensure your stance as an employer is clear to all employees (obviously not sharing action taken against any individuals).

Sources

Reed.co.uk

An employers guide to additional bank holidays

nicole-james@virginmedia.com (Nicole James) — Tue, 13 Sep 2022 10:30:16 GMT

Helping employers think about the legal requirements and the best approach for their business.

The government announced that Monday 19 September 2022 will be a national bank holiday in all parts of the UK for Her Majesty Queen Elizabeth II’s State Funeral. This will also mark the last day of the period of national mourning following The Queen’s death on 8 September 2022.

This comes at a difficult time for employers trying to balance the books. Costs are increasingly challenging to manage and some are unsure how they’ll keep the lights on and keep people warm. Many employers have already paid for two additional bank holidays this year for employees as a result of the Platinum Jubilee celebrations.

Government guidance provides that this bank holiday CAN be treated the same as other bank holidays, but what does it really mean in practice? It is worth taking time to reflect as not only is there an additional holiday planned for the funeral, there is a possibility that there will be a further day for the coronation of His Majesty King Charles III.

Do I have to give employees time off work?

The working time directive simply outlines a legal right to 28 days holiday a year (for full time staff). There is no statutory right to time off for additional bank holidays. Employers need to carefully review their contracts of employment to determine whether their staff are entitled to time off on this additional bank holiday. To help you think through this challenge, we’ve outlined some frequently used clauses that appear in contracts and what they mean in practice.

You should check your contracts carefully for any other flexibility in the wording such as “8 public/bank holidays as listed, or other days as determined by us”, which may allow the employer to give staff the extra day off but require them to work on another public/bank holiday.

Even if I’m not legally required to provide a paid day off should I consider it?

If you are not legally bound by your contracts, you may still decide to give your employees a paid day off at your discretion. Our experience is that the majority of employees seem to expect to receive the paid day off or another day in lieu. Given additional bank holidays are rare, it is not a surprise that most employers have tended to honour them. It’s important to consider the potential intangible and hidden costs if you don’t provide the additional bank holiday. It is likely to have a detrimental impact on employee morale and commitment – which in turn is detrimental to productivity.

How do I manage part time staff?

Legally you must ensure that your part time employees are not treated any less favourably than full time employees. In practice this means that you must pro rate bank holiday entitlement for part time employees. Most bank holidays fall on a Monday or Friday; if an employee doesn’t work these days they will loose out if you do not pro-rate their allowance.

We will be open on the bank holiday and we need our staff to work, what happens now?

You can treat the day like any normal working day. It’s likely your employees will be used to working bank holidays if you stay open. In this scenario you should highlight that an employee should put a holiday request in if they wish to take time off. It’s important to handle holiday requests fairly, consistently and in line with employment law. You should ensure that any rotas and holiday approvals do not favour a particular group of employees. Employers often operate a first come basis to avoid detrimental treatment. You can also state how far in advance holiday requests are received to ensure you can plan rotas and cover.

If staff are asked to work, you may want to consider time off in lieu or paying a supplement. There are no statutory rules and this is entirely based on your contracts and custom and practice. If these is nothing written you can make the decision at your discretion.

We can’t afford the additional day, can we mitigate the impact on employees?

The most important thing is to be honest and upfront with employees. Make them part of the solution. Share with them the business situation, the current cost challenges and the impact on the bottom line. Visibility of budgeting challenges may help employees to feel less resentful and more committed to helping you get through challenging times. Individuals often forget the reality of the cost of holiday so turning it into numbers may help them to understand the situation. And you may be surprised by the creativity and solutions offered by employees if you share the problem.

Whatever you decide to do, clear communication is critical to ensure this issue is managed effectively and doesn’t have a detrimental impact on morale. You need to clearly outline expectations in good timescales.

If you would like help with this issue or any other people related matters do get in touch.

Employing Foreign Nationals Post-Brexit

Wed, 06 Jan 2021 15:21:16 GMT

The key aspects you need to consider if you employ EU Nationals....

2021 brings a new future for the UK as the transition period from exiting the EU has ended. The main impact of Brexit in employment law terms will be seen in the recruitment process as immigration laws change. Employers are already under an obligation to take steps to ensure a worker’s right to work in the UK and this process has been altered in light of the consequences of Brexit.

Employers are under a legal duty to prevent illegal working and you can be subjected to penalties where you fail to do so; this can include a criminal offence so it is important to make sure that you have the right processes in your organisation.

Existing Employees

EU citizens who are currently working for you, or were in the UK before by 31 December 2020, need to take action to gain permission to remain in the UK. This applies unless they have already been granted indefinite leave to remain (ILR) or are from Ireland. Employees must apply to the EU Settlement Scheme. Successful application guarantees the right to continue living and working in the UK indefinitely. Applications for the Scheme are made from the gov.uk website . It is free to apply.

New Employees

The UK has introduced a new system of immigration control. For the first time in decades, EEA and Swiss nationals (EEA nationals) will be subject to the same immigration controls as non-EEA nationals. Free movement for European nationals ended on 31 December 2020.

The new system will apply to the recruitment of European nationals, who arrive in the UK on or after 1 January 2021, as it does to all other overseas nationals. The key characteristics of the new system are the same as the current system – an employer must be licenced by the Home Office, an employee must be sponsored to do a specific job, the job must meet a skill and salary threshold.

Should I become a Immigration Licence Holder?

If you have regularly employed EEA nationals or you think that you may need to recruit a foreign national in future, you should consider applying for a sponsor licence. It can take an average of 8 weeks to process applications so it is better to act before the immediate need arises. You’ll need to check the eligibility criteria to decide if you qualify.

You will need to pay a fee to apply for a licence, which varies depending on the size of your organisation. Small companies will pay £536 for each application. Larger organisations will pay £1,467 for a licence to take on long-term staff, and £536 for temporary staff. You are likely to be considered a large company if your annual turnover is over at least £10.2 million and you have at least 50 employees. You can expediate the licence at an additional cost of £500. Once you are a licence holder, you’ll need to issue a Certificate of Sponsorship to any individuals who are to be sponsored. This fee is £199.

A visa application fee and health immigration surcharge are payable by the individual applicant. Some employers may agree to cover these costs. The visa fee depends on the duration of sponsorship and whether the applicant is inside or outside the UK on application. The fee ranges from £610 - £1,408. The health surcharge is £624 per year.

Right to Work Checks for EU Nationals

This is potentially the area that could cause the most confusion as changes to right to work checks do not come into force until 1 July 2021. Until this date you should check a job applicant’s right to work in the UK under existing rules (i.e. there is no change to right to work checks until then). Currently, job applicants can prove the right to work with any of the following:

their valid passport or national identity card if they’re an EU, EEA or Swiss citizen
their valid biometric residence card if they’re a non-EU, EEA or Swiss citizen family member
their status under the EU Settlement Scheme using the Home Office’s online right to work checking service.

Whilst job applicants can use their status under the EU Settlement Scheme as evidence, you cannot require them to produce this. If they do so, you can use the share code to check status online. If an EU citizen produces their valid passport, then this is sufficient evidence of their right to work. There is no obligation to provide their status under the Settlement Scheme. Requiring this is likely to constitute discrimination. You cannot make an offer of employment, or continued employment, dependent on an individual having made an application.

Summary

These proposals will make the skilled work visa more accessible and more streamlined for both employers and employees. It will still require satisfaction of Home Office duties which require robust HR systems and specialist knowledge. The recruitment process under the immigration system will be more expensive than free movement.

If you would like a copy of our Brexit FAQs for employers send an email to nicole.james@bamboopeoplesolutions.co.uk

Coronovirus and Your Workforce

Fri, 28 Feb 2020 11:47:57 GMT

Have you thought about how to respond?

LAST UPDATE 16 MARCH 2020

What a weekend, the reality hit for many that Coronavirus is going to have a significant short-term impact. We’re in uncertain times and no one is quite sure as to how it will play out and when things will happen. These times will pass, but in the meantime, it makes good business sense to think about how to respond and have trigger points in place.

International travel is significantly restricted, the Foreign Office is advising against all but essential travel to 31 countries today (it was 5 at the start of the year). Awareness of self-isolation is increasing, and it is anticipated that whole families may need to isolate if one family member is affected in the not too distant future. Coupled with this is speculation that schools may close at some point too. All these factors are likely to have an impact on your ability to trade, the types of task you require could change and your employees’ availability to work may change too.

If you haven’t done so already, now is the time to plan what this means for your business, your trading and your workforce and communicate those plans. You should review and adjust the plan regularly as information changes.

There are a number of key questions to ask yourself when planning:

Current Resources and Activity

• If sales / trading is dropping off, are there any other tasks that have been on that ‘to do’ list that have never made it to the top? Are there any activities that may be useful to set you up for success when things start to become a bit more normal? Are there any hidden opportunities?

• The need for some roles could have decreased, could you temporarily refocus these employees on something else?

• It is becoming more likely that the government will increase focus on working from home, what does this mean for your employees? Does it work for some roles and not others? Are some roles more essential? You don’t have to do anything but you will need a clear rationale as to thinking so that you can share this with your employees

• Is there any technology that can aid working from home that could be set up now?

• Is there any way you can minimise the spread of the virus amongst your workforce? Some workplaces are splitting their workforce and asking 50% to spend 2 weeks working from home and the other 50% to come to the office. And then they switch

• Can you shift your mindset – many leaders worry about working from home as to whether individuals are productive. Can you focus on outputs and achievements to reassure yourself work is still being completed?

• The bottom-line reality is many roles just don’t work from home – what actions can you take to support employees who need to come in to support them and minimise the spread. For example, some businesses are encouraging card transactions rather than cash. Some may be feeling anxious, is there any support you can offer?

Absence Management

• You could have a period of very high absence, how will you cope through this period? Are there any critical roles / tasks? How will they be covered? Will you need to change focus?

• What happens if you get ill? Who will take charge if you have a period of time out of the business?

• What will you do if an employee has coronavirus? Do you need to prepare for an office deep clean? Will you send others home for a period?

• What will you do if employees need to look after their children due to school closures?

• What is your stance on pay during absence – whether for sickness, caring for a family member or childcare? How much will you support and how much will you pay?

Resource Reductions

• A number of clients are becoming increasingly aware of a fight to survive; having trigger points identified in advance is useful to know the appropriate time to consider hours reduction and/or redundancy. What are your trigger points? Don’t forget that taking action on these triggers takes time – build in enough space to react.

• Do you have a lay off clause in your contracts? This easily allows you to reduce/stop working for a short period. If you don’t have one, don’t panic, you’ll need to follow a different process.

• You’ll need clear and easy processes in place should you need to trigger reductions, what do these look like?

• What are appropriate messages to staff today and on an ongoing basis?

Communication

• Whatever you decide, communication is essential. What do you need to share with your employees and when?

• What do you need to share with your customers and when?

Here are some answers to key questions you may have:

Do you have to pay for absence linked to Corornovirus?

Employees can take emergency time off for childcare. They are expected to make alternative arrangements as soon as possible. The important thing here is open dialogue and understanding your employee needs whilst balancing with the needs of the business. With older people more at risk, employees may be reluctant to get support from grandparents. If an employee is absent due to childcare issues you do not legally have to pay them.

If an individual is self-isolating because they are suspected to have coronavirus, they are entitled to SSP from day one. The government have said that they will reimburse small businesses for this cost. If you are only paying SSP it is worth reflecting that those who are self-isolating may choose to ignore the requirement if they are worried about losing pay and this could have a detrimental impact on further absences. If an employee is absent due to being unwell from Coronavirus you should follow your normal absence procedure and sickness pay policy.

When it comes to self-isolating because a family member it is not yet clear what the government stance will be in relation to SSP. As the employee is not sick you would not legally pay them. If you are able to budget for it, this could be a good way to protect the rest of your workforce and grow loyalty and support for the future.

Don’t forget when it comes to pay, the answer isn’t necessarily all or nothing. Pay has to be carefully considered against what the business can afford and a partial payment could be more realistic.

Whatever you decide in relation to pay, take a moment to consider if this is the right thing for your culture. Withholding payment could cause a level of frustration and may impact on longer term loyalty. And we will get through this and expect to return to normal and committed working relationships in future.

What should I share with my workforce about good hygiene factors?

Good hygiene is considered the most effective way to prevent infection. You can encourage your workforce to follow these guidelines with a couple of effective communication techniques:

• Promote the ‘Catch it, Bin it, Kill it campaign’ – there are handy posters you can email or put up

• Encourage regular handwashing – the NHS has some guidance posters that could be placed by all sinks within your workplace

• Ensure the workplace is cleaned properly and regularly

• You may want to make hand sanitiser available in public spaces such as reception and eating areas. Hand sanitizer is not considered a replacement for hand washing, which is more effective but it can be a useful addition to hygiene.

It should be noted that face masks are not considered to be effective.

Do you need to monitor absence to identify risks to your business?

As those affected increases in the UK, there could be a substantial impact on your workforce. You may want to consider setting up a centralised absence tracker so that you can monitor absence levels and identify business risks. If you have particular areas of the business that are essential you may want to consider contingency plans to keep these areas operational – this could include asking workers from other areas to support and change their duties for a short period or agency support.

Can employees Work From Home?

Some roles have a level of flexibility and can be completed remotely. This may be an option, particularly for those with childcare or isolation concerns. You’ll need to check how many people can be logged in remotely and identify key workers if the numbers are restricted.

What to do if you have employees travelling or have travelled to affected areas

If your employee is travelling for work purposes, you must follow the government guidelines regarding travel. You may also want to review all travel to non-restricted areas and consider whether it is essential at this time. It is important to have open and honest dialogue with those that are travelling, discuss any concerns and share your expectations.

If you have a worker (employee or contractor) who is returning from an affected area, you need to review the guidance and have open and honest dialogue as to your expectations and the impact on their pay. It is likely that their colleagues may be nervous and you should share plans in a sensitive way to ensure that people do not panic.

What do I do if someone becomes unwell?

If the individual has returned form an affected countries (click here for most up to date details), you should remove them to an area that is 2 meters away from others. Ideally on their own in a well ventilated room. Call 111 for advice. If they need the bathroom

If the individual has not visited an affected country you should manage as per your normal absence procedure.

Do you need to reduce your workforce?

It is possible that as the virus continues, your business may be affected and you need to review your pay budget. You can consider the following:

• Reducing hours for contractors, agency staff or casual workers

• Reviewing whether your contracts have a lay off clause that allows you to temporarily reduce employee hours

• Even without a lay off clause you may be able to reach agreement with your employees to reduce their salary and hours for a period of time

• In certain circumstances you may need to consider redundancies if you think the impact will last for a significant period of time

It is recommended that you take advice from your HR Consultant if you are considering any of these actions.

What should you communicate to employees?

The most important thing in planning is to ensure that you have clearly communicated with your workforce. Consider sharing the following information:

• Reminding all employees of the absence policy and reporting procedures

• Confirming how absence will be paid in relation to sickness, isolation or care for dependents

• Confirming good hygiene methods

• If you have anyone travelling to or returning from affected areas share plans in a sensitive way

If you would like to discuss or need support then please do get in touch. Call me on 01883 460770 or email nicole.james@bamboopeoplesolutions.co.uk.

10 tops tips for effective Workforce Planning

nicole-james@virginmedia.com (Nicole James) — Tue, 03 Sep 2019 15:35:23 GMT

I once worked for a retail clothing business, which had a store on the beach in Newquay. The footfall changed with the weather – the store manager was excellent at roster management and would flex her staffing levels based on the sunshine. She’d developed great relationships with her team that meant they understood business needs and were in a position to offer flexibility. Hospitality, retail, leisure and contact centre environments are all good at looking at anticipated demand levels and flexing their staffing rotas as appropriate (in the short term at least).

Workforce planning on a long term basis is a little more challenging. There is an element of crystal ball gazing but it’s still possible. I worked with a Buying Director who had a team of about 120 employees. We developed an ideal structure – it was something we were never going to get to overnight but it meant we knew where we were trying to go. Every time someone left or moved roles we edged a little closer. We knew which roles could be challenging to fill and focused our energy on developing employees in these areas. The recruitment team knew which roles could be tricky and they could proactively talent bank external individuals before a vacancy came up.

Workforce planning is about planning for business change – whether that’s an increase/decrease in people required to do the work or a change in skill sets needed. The aim of workforce planning is to align your business needs with your people strategy. As Benjamin once said, “If you fail to plan, you are planning to fail”. The fundamentals of workforce planning are:

1. Understand your business priorities and plans

2. Identify your ideal structure – both headcount and skill sets

3. Analyse your current resource capability

4. Review the gaps and where challenges may exist. Understand where you may become over resourced or have changing needs

5. Take actions to address skills gaps, shortages and mismatches

6. Review and repeat

Effective workforce planning doesn’t need to be complex. Here are my top 10 tips for successful workforce planning:

1. Understand your business – if you’re working with an HR Consultant then transparency is key. Share your business strategy, work together to understand your ideal structures.

2. Look at short term and long term plans - You need to be clear on your business priorities in the immediate future and the longer term. That doesn’t mean to say that things are set in stone. Plans can change.

3. Consider the different types of worker - Don’t forget your workforce is made up of many different types of worker – gig economy, workers, contractors, freelancers, employees outsourcing etc. Factor this into your current workforce analysis and future ideal structures.

4. Go beyond headcount and budgets – I’ve seen businesses claim they have a workforce plan when in reality they have a financial budget. Workforce planning is more than headcount and cost. You need to consider the skill sets required and the numbers of people with those skill sets that are required.

5. Use accurate and quality data – you need to concentrate on the essential data needed for the task. It may be better to identify important business problems (such as expansion, downsizing or relocation) and work backwards from there as to what data is required to understand the resource implications. Inaccurate and poor-quality data will result in a half baked plan.

6. Factor in turnover – Your employees aren’t frozen in time and some will choose to move on. You need to consider replacement of leavers as well as new roles and business changes. If you’re looking to downsize in future then don’t automatically backfill. Using attrition is a cost effective way to reduce your workforce overtime. It can also avoid the need to make redundancies.

7. Grow skills internally – establishing succession plans, identifying skills gaps and training to meet future business needs will create a sustainable business. Growing talent internally is often cheaper than recruiting for talent externally.

8. Create Insights that inform and challenge assumptions – Share useful information with your leadership team. Challenge their thinking and help them to understand the role they play in delivering the plan. Communication with your leaders is critical to ensure effective delivery.

9. Practical actions – a workforce plan is only useful if it’s followed and implemented. Make sure that you identify practical actions that will help you progress to your ideal structure.

10. Review regularly – a workforce plan shouldn’t sit in the draw gathering dust. It should be reviewed each time a change takes place or your implementing something to ensure that you keep on track and no updates are needed.

In a nutshell, workforce planning will ensure that you have the right people, in the right roles, with the right skills, at the right cost and at the right time to deliver your business results. Have a chat with us about how we can support your business strategy by creating a workforce plan.

How should I focus my time as a Leader?

Wed, 03 Apr 2019 13:43:27 GMT

Helping you to identify the right priorities

As a leader it can feel like a constant juggle between tasks. You want to think about your people but are also worrying about operational delivery and running a business. Having worked closely with lots of leaders over the years I know most leaders want to make sure they do the best for their teams but sometimes just aren’t quite sure what they need to do to achieve a great working environment. We all have a natural inclination towards our preferred tasks and will tend to focus in these areas.

The Leadership T is a really handy tool to help you categorise and plan where you need to focus your energy.

The bottom part of the T acknowledges that there are functional/operational things you need to do to ensure delivery. The top part of the T is all about ensuring you have a great team of people who can support you with getting stuff done:

Developing great people - it should go without saying that if you have the right skills in your team then they’ll be able to deliver great results.
Giving vision & clarity - if your team understands your wider purpose, gets where you’re trying to go and can identify your priorities then you’re less likely to get sucked into the small details. They'll have awareness of what’s important and can make the decisions needed to move the business forward, leaving you free to focus on other things.
Being a role model - want to see great behaviours and attitudes in your team? The place to start is yourself and your managers. As a leader you can influence the culture and how people act through what they see you doing.

So what does this all mean for you and how can you use it?

Think about the % of time you would like to spend / should spend in each area
Does your ideal picture match the reality? How much time are you spending on each area in practice? Be really honest with yourself. We all lean towards our preferred things. Which areas are you not doing enough in?
Feeling brave? Get feedback from those around you - how do they view you in each area? Are your actions translating into results in the eyes of your team?
Review through each area of the Leadership T - what would you like to change, what actions can you take to improve an area?
Act and repeat!

We can help you work through this planning and also look at what actions may make a difference within your business. Our focus is on getting to know your business and identifying the things that are right for you rather than a one size fits all approach. We are passionate about making work a great place to be and want to help you in achieving this in your business. Get in touch, we'd be interested in hearing your story, what are your challenges?

The Recruitment Process and Culture

Wed, 27 Mar 2019 17:12:52 GMT

Square peg, round hole - getting culture fit right in recruitment

Scrolling LinkedIn this week and I spotted a post by Femi Alberici, who was brave enough to share that she’d quit a job after 1 month because it wasn’t right for her. I have a huge amount of respect for Femi, the biggest career mistake I made was staying in a job I hated for 11 months and I knew it wasn’t the job for me in that first month.

So, why did I end up in the wrong place for 11 months? Three words - the recruitment process. Quite simply, the whole process was the complete opposite of what it was really like to work in the business. I naively assumed the questions I was asked and the presentation I did reflected the types of things I’d be doing. I was left horrified by the way people were treated and spoken to by leaders. It was so far against my values of what a workplace should be. I don’t think anyone really set with the intention to deceive, in fact the leader I was interviewed by remains a friend on Facebook as she was quite lovely. It worked out for me in the end, I made my escape and got a role I loved, working somewhere that reflected the things I wanted to do, used my skills and fitted with my values. And I learnt to not take things at face value in the interview.

But what does this all mean for you as a leader and business owner? Getting recruitment right is key for your growth - you need to find the right people and you need to make sure they want to stay. I imagine you spend lots of time focusing on getting the right skills for your role. But it’s just as important to make sure you get the right personal fit too - for the sanity of both sides and to make sure they want to hang around for the right reasons.

There is a fine balance when we talk about personal fit - you don’t want a bunch of clones who think and do the same. That’s not going to take you forward and make sure you have a constant flow of small improvements in your business. But you do want to make sure that your values align and people are supportive of your vision for the future.

So, what can you do to get this right?

It all starts with the job description- be clear about what you really need doing both now and in the future
Make sure there’s balance to your interview - checking they’ve got the right skills is key but also taking the time to find out about them as a person (their values, beliefs and what makes them tick)
Think about whether you can learn more about someone through activities and presentations rather than just a standard interview - but make sure those activities are a genuine reflection of the job as you don’t want to create false expectations
Remember the interview is a conversation- not just a tick box list of questions. Keep it real.
Be really honest about what it’s like to work in your business - there’s no point in dressing it up and having someone open the cupboard to discover the skeletons. If they’re not comfortable with those skeletons they’ll leave - whether it takes one month or 11. Or worse, they’ll stay and become a negative drain on energy
If you’re recruiting someone to help you make X better then share it - don’t let them think you’re already there and share what you think that journey might be like
Remember it’s a two way process - you need to share as much with the candidate as they share with you

And if you’re sitting here thinking but that will never work, no one will be interested in the job if I’m honest about what it’s really like in my business, then maybe it’s time you thought about your culture and the type of workplace you create.

Get in touch, we can help you with all things recruitment. We can also support a review of your culture and create a plan for the things you’d like to change - whether that’s attitudes and behaviours, leadership style or particular key areas like rewards and benefits. Email nicole.james@bamboopeoplesolutions.co.uk

Brexit: People Continuity Planning

Wed, 20 Mar 2019 10:59:12 GMT

What do you need to consider?

I think it's fair to say, whether you're a Brexiter or a Remainer, everyone is tired of the uncertainty and political infighting. I have had days when I just don't want to hear anymore. Brexit is a dry subject and it's hard to make it sound exciting but please bear with me as this blog will help you to think about the actions you should be taking.

Despite the temptation to be an ostrich, there is a business reality that leaders and business owners need to consider what Brexit means for their people. In February 2019 it was estimated that EU workers made up 7.8% of our working population (ONS). Some industries have a greater proportion of these workers, for example employees from the EU make up nearly a quarter of all jobs in the hospitality industry (BBC, Mar 19). It's not just EU employees you need to think about, if you currently conduct business in the EU and send your UK workers there on business then you currently don't have to give it any thought. With Brexit this could all change. There are a number of people aspects that you need to be conscious of:

Employment Law Changes

Right now, short of having a crystal ball, it's difficult to say what changes will happen in this area. Currently, a large part of our legal system has been influenced by EU law and we adopt changes that are proposed. Some of these have historically been unpopular (think agency workers regulations). Leaving the EU will mean we have future autonomy over our employment law but changes are unlikely to happen quickly and will probably be largely influenced by whichever political party is in power. The Conservatives tend to favour the capitalist systems and Labour is more employee friendly. Keep an eye out for further blogs and we'll update you as changes are announced.

Immigration and Right to Work

Brexit is a quickly moving feast and the goal posts seem to move each day. However, there is one certainty. If Brexit happens, there will be an impact on the visa requirements for EU workers. Plus, there will be visa requirements for British workers visiting EU countries.

For EU workers who started living in the UK by 31 December 2020 (this date could move back dependent on our exit date), the Government are launching an EU Settlement scheme (due to open 30 March 2019). Workers can either apply for 'pre-settled' or 'settled' status; this is now a free applicaiton. Any existing documents will not be valid. Having pre & settled status will give individuals access to education, the NHS and the right to work. The details of this scheme do vary slightly depending on whether we exit under a deal or no deal agreement and once this is confirmed then we'll share more information with you. The key action to take NOW is to inform and educate your current employees (and new joiners) of the scheme and encourage them to send their application off to ensure they have the correct paperwork in place for the right to work in future. The government has created an employers toolkit to support you with this - we'd recommend you follow these guidelines as it is not lawful to provide immigration advice and the toolkit will ensure you stay on the right side of the law. Workers from the Republic of Ireland fall under different rules as we have separate agreements with Ireland; essentially they can continue as normal but some family members may be impacted. Workers from Switzerland, Iceland, Liechtenstein and Norway also fall under slightly different rules.

As an employer, when recruiting be mindful of the date that EU workers entered the UK as this will influence their future eligibility to work. Should we be in a no deal position and we exit on 29 March then all EU workers entering after this date will not benefit from any citizens rights concessions (ie. settled status). If we confirm the withdrawal agreement, then EU workers not in the UK before 31 December 2020 will not benefit from any citizens rights concessions (this dates may move if we extend). For EU workers outside of these rules, the Government have proposed an EU Temporary Leave to Remain (LTR) visa for those intending to stay 3 months or more but few details are available at this stage. The aim is to allow visa holders to remain in the UK for up to 36 months but it will not count towards gaining settlement status. The ultimate aim of the government is to transition away from relying on the EU as a workforce.

Once (if?!) we exit the EU, we will become third country nationals and will no longer retain the right to travel freely in the EU for Business. The EU is not able to legislate for this scenario and each EU country will have to agree their own separate rules - with 27 member states, you will need to ensure that you are aware of the rules for each country you wish to send workers to. Portugal has agreed to provide a visa exemption for trips up to 90 days. At this stage no other agreements have been reached and are often driven by trade agreements so it may take some time to get clarity. Leaders and Business Owners need to ensure they keep up to date with changes so that actions can be taken as soon as possible to ensure that workers can continue to travel for work within the EU. We'll share more information as it becomes available.

Availability of Talent

EU workers are choosing to exit the UK - there are 61,000 fewer EU nationals than a year ago (ONS). Plus fewer EU workers are prepared to come to the UK. This is already impacting on some industries and their ability to recruit people into key roles. As visa restrictions come into play, it is likely that our workforce becomes even more restrictive and it will be harder to attract talent into your business. Given that people are key to business success, it's important that you start to think about how you can attract and retain your people .

Flexible working is becoming a key attraction technique and you may be able to benefit from attracting top talent if you offer this; the Travel Lodge recently announced they are going to offer hours to suit working parents in the hope they can attract from this market. You also need to think about how you can develop the skills you need to reduce your reliance on the external workforce - whether that's through apprenticeships, training and upskilling or adjusting role requirements and automating tasks.

If skills shortages exist, you may also want to consider whether you could attract talent from outside the UK - if this is the case you will need to consider visa implications and you may want to become a licensed sponsor. This is an expensive process and will cost £1000's for just one individual so is unlikely to be popular unless you can not source talent in the UK.

There are lots of things you can look at to improve the employee experience and develop talent - understanding what's important to your employees and what skills you need is key. Then you can ensure that you enhance the right areas. We can help and support you - whether it's understanding what you need better, considering what benefits and flexible working, planning training or looking at your full employment offering.

Reviewing your Salary Bill

It is anticipated that Brexit will lead to increased business costs, and for some businesses there may also be an impact on their sales pipeline. Changes to customs could mean significant delay in the flow of goods. All of these business implications could result in you needing to review you people strategy and labour requirements. We can support you with this planning. Some contracts of employment could mean that you can consider short term reductions through lay-offs and short-time working. You may also be able to reduce your temporary and agency workforce to reduce costs. If you think that reductions need to be considered over a longer period then you will need to think about redundancies. It is important that you are aware of the legal requirements. All of these actions can have a distressing impact on your people and you need to consider how to support them in difficult times. We can help you understand the processes and support you in delivering them in the right way.

What do you need to do now?

As you can see, the future implications on eligibility to work both for EU workers in the UK and British workers entering the EU for business is far from certain at this stage. What is clear, is that the government is aiming to shift us away from relying on EU workers. Brexit is likely to impact on the future availability of talent and depending on your business could impact on future profit. In an environment where unemployment is at an all time low, this will mean talent and labour becomes an increasingly valuable and difficult to find resource. Despite the uncertainty, there are still actions that you can take now to ensure future workforce continuity planning:

Inform your current (and future) EU workers of the EU Settlement scheme and encourage them to apply as soon as possible. Consider what support your EU workers may need.
Assess the level of business risk - how reliant are you on talent from the EU, how difficult is it to attract the right people for your roles, how likely is it that your profit and resource needs is impacted by Brexit?
Stay informed so you can respond and plan for change as soon as possible
Consider ways that you can develop talent internally - apprenticeships, upskilling, training courses
Consider creative ways to attract and retain talent to your business
Review your options should you need to reduce your workforce (whether temporarily or permanently)

If you have any questions in relation to anything above or want support with any people related matters then please get in touch with us (nicole.james@bamboopeoplesolutions.co.uk). We think the workplace should be a great place to go everyday and can help you make sure that's true for your business. We also know that you want to ensure you avoid legal risks and can help you with managing difficult situations or make changes to contracts.

Keeping up to date with Statutory Payment Changes and Employment Legislation

Wed, 13 Mar 2019 14:20:35 GMT

April 2019

At last, we're getting closer to the start of Spring. That means there are only a few weeks to go until the April statutory changes. Every year the government makes adjustments to payment entitlements and introduces updates to employment law. As a small business you need to make sure you're prepared for these changes and you adjust your people practices as appropriate.

So what do you need to think about?

National minimum wage (NMW) will increase from 1 April 2019, giving all minimum wage workers a pay increase. NMW applies to all workers and is paid at different rates according to age plus there is a separate rate for apprentices.

If you employ people on the NMW make sure that you let them know the new rate is coming and make adjustments to your payroll. Don't forget, if you employ workers who are paid on output you still need to ensure that they receive the NMW or a fair piece rate. We can help you understand the NMW and how it affects your workers plus provide letters and employee communications.

Statutory Sick Pay (SSP) rules mean qualifying staff will receive £94.25 per week from 6 April 2019. We can help you develop your sickness absence policy to ensure that absence is managed fairly and consistently. Should you wish to enhance sick pay, we can highlight the things you need to consider and develop suitable company sick pay clauses.

There are also new rates for maternity, paternity, adoption and shared parental pay . This can be a complex and confusing area to understand. We can help you create or amend policies to help you manage staff, including eligibility checklists and considering how to manage employees who wish to share parental leave.

Up until now, you've only had to issue payslips for your employees. However, you'll need to issue payslips to both ‘workers’ and ‘employees’ from 6 April 2019. It can be difficult to understand employment status and we can support you in understanding who may be considered to be a worker.

If you have any questions in relation to the changes or want support with any people related matters then please get in touch with us (nicole.james@bamboopeoplesolutions.co.uk). We think the workplace should be a great place to go everyday and can help you make sure that's true for your business. Whether that's developing fair policies and processes, thinking about how you can improve your rewards and recognition or developing great teams. We also know that you want to ensure you avoid legal risks and can help you with managing difficult situations or make changes to contracts.

Keep an eye out in future for:

New legislation announced to prevent tip deductions - The Government has announced that legislation will be introduced, at the earliest opportunity, to prevent unfair tipping practices. The aim will be to ensure that staff are receiving all tips that relate to their service and outlawing the ability for businesses to make deductions.

At this stage, there are no further details as to how this will apply across businesses or any expected implementation date. Tipping is a complex area in itself, and it will have to be confirmed whether the new law will apply to cash tips, gratuities paid through cards and/or service charges automatically applied to restaurant bills.

What really makes a difference in delivering people practices?

nicole-james@virginmedia.com (Nicole James) — Mon, 28 Jan 2019 10:58:21 GMT

‘There’s no one I’d rather make me redundant than you’ , has to go down as one of the compliments I’m proudest of in my career. But what did they really mean? I’ve been thinking about that recently.

When it comes to employment, some people think the law is the law and you just have to make sure you keep on the right side of it to protect your company. But there’s so much more a good HR person (and Leaders) can bring to the table when delivering people practices. I’ve worked in a variety of businesses - some that are incredibly commercial when it comes to their people management and some not so much, some that have a strong appetite for risk when it comes to people practices and others who break out in a sweat at the thought of risk. When I think about all the working cultures I’ve seen, the different approaches to leadership, the different engagement approaches and the different ways an HR manual is presented, there is one thing that stands out in my mind as the game changer.

The way things are delivered is at the heart of what really makes a great place to work. It comes down to treating people with dignity, respect and making sure someone can hold their head high by maintaining their self esteem. Regardless of the process, practice or initiative you’re delivering.

Years ago, a business I worked in decided to remove a Director of a particular function. There was nothing wrong with them, the company just needed fresh eyes and a slightly different direction. As is often the case, the leader was there one minute and gone the next. The impact on the team and that Director was immense (not in a good way). We learnt so much from that. After that, the approach was to have grown up conversations with an exiting Director to allow a gradual transition. I’m a realist, it won’t always be possible, but in the main, people are adults who want to do things in the right way and will appreciate the grown up approach. Plus the long term positive effect on your culture is worth the effort.

When it comes to redundancy, there are processes that have followed the letter of the law but the care for people hasn’t been there. Consultation has happened but it’s minimal and would probably be described as lip service by those affected. On the flip side, a genuine desire to deliver the true spirit of what the law was trying to achieve with consultation and giving time for the process - it might not have changed the outcome but huge effort has been put into understanding and support. This creates as positive a possible environment for both the person leaving and the team that stays, with long lasting positive implications on a culture within the business.

So my message is simple, when it comes to people, you can take risk, you can be commercial, you can manage poor performance IF you keep the values of respect and dignity at the heart of your people practices.

We all have the power to make others feel included AND it’s a game changer for business performance

nicole-james@virginmedia.com (Nicole James) — Mon, 28 Jan 2019 10:55:10 GMT

It’s inclusion week next week at RSA and that got me thinking, if I want to write about inclusion and business performance, I should be a little more personal because, well that’s what inclusion is all about!

I’ve just finished a book that was set in India (‘The Storytellers Secret’ in case you’re interested). In it there was a character who belonged to the caste known as ‘the untouchables’. It reminded me of a trek in Nepal I did. An adventure that included leeches, crocodiles and rhinos. In heavy monsoon rain we took shelter in the porch of a house. The owners came home and invited us in to eat our meal. We gratefully accepted but were then horrified that rather than join us, the family moved out to the stable and refused our offer of sharing the meal with us. They were ‘the untouchables’. We soon realised they would only eat when we stopped eating. So that’s what we did. Their unwritten rules and hidden barriers meant that they didn’t feel they could share a meal. But we could change that by stopping eating before it was all gone.

We all give labels to things. It helps us understand the world and operate easily. Sometimes those labels are helpful and others they constrain interacting and make people’s lives harder. Sometimes those labels are embedded in years of attitudes and experiences and even if we don’t want the barriers to exist they are hard to overcome. Sometimes we don’t even realise those barriers are there.

That got me thinking even more, despite having an incredibly close family there was a period I felt excluded. I’d car crashed my life by marrying and the wrong person (a long story to be shared over wine!) and all of a sudden I was the odd one out. Everyone else was happily married with kids and I was in my early 30s, single and trying to find a different path in life by escaping to the big smoke. Family events were HARD. Not hard because of anything they did, they were still the close family who accepted everything about each other, warts and all. It was hard because I felt the odd one out and constructed my own barriers. The thing that was the game changer was sharing my life and my differences. After that I was back to feeling part of my close family, despite my differences.

So what does any of this have to do with work? Well, we all have the power to make people feel included and accepted. Lots of people have hidden stories. Barriers are sometimes self imposed and others are due to a whole history of experience in the world. If we let those barriers remain then performance and teamwork suffers. For me, this is where both strong Leadership and HR can really make a difference. Working together to create and embed a truly inclusive culture is a game changer when it comes to high performance and delivery. Huge bodies of evidence show diversity improves decision making and gets better outcomes. Setting the culture and training individuals to encourage inclusivity and value differences will ensure we can both recruit and retain diversity and enable improved business results.

What do you do to improve inclusivity in your workplace?