How to run a workplace investigation Why Workplace Investigations Matter Workplace investigations are essential for handling complaints, misconduct, or grievances in a fair, consistent, and legally sound way. They protect your employees by showing concerns are taken seriously, and they protect your business by reducing legal risk and demonstrating responsible action. A well-run investigation builds trust, reinforces your values, and helps maintain a positive working culture. Ignoring issues or handling them poorly can damage morale, harm your reputation, and potentially lead to costly legal claims. When Should You Investigate? You should consider launching an investigation when: - A grievance or complaint is raised (formally or informally) - There are allegations of misconduct, such as bullying, harassment, theft, or breaches of company policy - There is a safeguarding or legal risk if the issue isn’t addressed 💡 Don’t ignore minor issues, they can escalate quickly and develop into patterns of repeated behaviour. Planning the Investigation - Clearly identify the issue that needs to be investigated - Appoint a neutral and impartial investigator (someone not previously involved) - Define the scope of the investigation, what’s included and what isn’t - Gather relevant company policies and any supporting documents Gathering Evidence - Interview relevant employees as needed - Collect supporting evidence, such as emails, messages, CCTV, timesheets, or social media posts - Keep accurate notes throughout and ensure confidentiality is maintained Conducting Interviews - Prepare your questions in advance - Remain neutral, objective, and professional - Take accurate and detailed notes (consider using a note-taker) - Allow employees to be accompanied if appropriate Writing the Investigation Report Your investigation report should: - Clearly state the purpose and scope - Summarise the process followed and evidence reviewed- Present factual findings, not conclusions or decisions - Recommend any next steps (e.g., whether a formal hearing is required) Next Steps - Review the report with the appropriate manager (grievance or disciplinary) - Decide what action is needed - If a formal hearing is required, follow your internal disciplinary or grievance process - Communicate the outcome or next steps to all relevant parties Common Pitfalls to Avoid - Bias or lack of impartiality - Allowing emotion to influence the process - Poor or incomplete record-keeping - Delays in acting on concerns - Ignoring company policies or statutory obligations (such as the ACAS Code of Practice) When to Get Help Bring in external support if: - The case is complex, sensitive, or high risk - Senior employees are involved - There’s a risk of legal claims Hiring an independent consultant ensures neutrality and gives confidence to those involved in the process. Conclusion A well-run investigation demonstrates professionalism and fairness. It protects your people and your business. Take the time to do it properly or get expert support when you need it. Need help with a workplace investigation? BDHR Consultancy offers impartial and professional support tailored for small businesses. 📩 Email: bev@bdhr.co.uk

Do you need a Company Handbook What Is a Company Handbook? A company handbook is a document that sets out your workplace policies, procedures, and expectations. It acts as a reference point for both employers and employees, helping everyone understand the day-to-day running of the business. This often includes policies on booking holidays, reporting sickness, dress code, performance management, raising grievances, and health and safety. While not a legal requirement, a well-written handbook can offer clarity, consistency, and protection for your business. Importantly, a handbook is not a contractual document and should not be used in place of an employment contract. A contract of employment is specific to each employee and covers individual terms like job title, salary, and hours. A handbook, on the other hand, applies to all staff and outlines general practices, such as sick pay, referral schemes, or benefits beyond statutory minimums. These can be changed as business needs evolve and do not usually form part of the employment contract. The Pros of Having a Company Handbook 1. Clarity for EveryoneA handbook sets out clear expectations around behaviour, holiday booking, sickness reporting, timekeeping, and performance. When everyone understands the rules, it reduces confusion and ensures consistency across your team. 2. Legal ProtectionProviding a handbook with clear policies—such as on bullying, whistleblowing, and health and safety—demonstrates that you’ve communicated your expectations to all staff. In the event of a dispute or tribunal, it shows that you operate a fair and transparent working environment. 3. Smoother OnboardingNew starters can settle in faster when they understand your expectations from day one. A handbook helps establish a culture of fairness and professionalism and supports good performance from the outset. 4. Reinforces Company Culture and ValuesA handbook is a great place to define what your business stands for. When your values are clearly articulated—and linked to appraisals, recruitment, and development—they help attract and retain the right people. 5. Saves TimeInstead of repeatedly explaining the same processes, a handbook acts as a go-to guide. All key information is in one place, saving time for both managers and employees. The Cons of a Company Handbook 1. It Can Be Too RigidWhile consistency is important, small businesses often need flexibility. Not every situation fits into a policy, and applying discretion on a case-by-case basis is sometimes more effective. A too-rigid handbook can become a barrier rather than a guide. 2. Risk of Being OutdatedEmployment law changes frequently. If your handbook isn’t reviewed regularly, it can quickly become outdated—and potentially misleading. Multiple or conflicting versions can create confusion among staff. 3. It Can Be OverwhelmingLong, formal handbooks often go unread. If the content isn’t clear or engaging, employees may not absorb or follow it. Without reinforcement, even the best policies can be forgotten. 4. False Sense of SecurityA handbook is a support tool, not a substitute for good management. It doesn’t replace conversations, coaching, or leadership. Relying on the document alone can lead to issues being overlooked. How to Get It Right If you’re considering introducing a handbook, keep these tips in mind: - Keep it short, relevant, and user-friendly- Focus on essential policies, don’t try to include everything- Avoid jargon or overly formal language- Review it at least annually to keep it up to date For smaller businesses, a mini handbook or welcome guide might be more suitable than a full, detailed manual. Conclusion A company handbook can be a valuable asset but only if it’s clear, current, and actually used. It should support your team, not overwhelm them. Not sure what to include or whether you need a handbook at all? Let’s chat, drop me an email at bev@bdhr.co.uk and I’ll help you create something that works for your business and your people.

Reviewing a new hires probation period. What is a Probation Period? When you employ someone new, they usually start with a probation period, a trial phase for both sides to get to know each other. Even if the employee has experience in the role, they still need time to understand how your business operates, meet key stakeholders, and learn internal processes. Some employees may be learning on the job, which means they'll need a clear training plan and time to develop the required skills. Probation is your opportunity to assess how well they adapt and to support them in doing so. How Long Should It Last? Probation periods typically last six months, which gives enough time for the employee to learn, adjust, and demonstrate capability. Some employers opt for a three-month period. During probation, there should be: - Clear expectations and timelines - Scheduled review meetings - Ongoing support Probation can be extended, usually by up to three months, if more time is needed to assess performance fairly. Common Misconceptions About Probation "I can dismiss someone at any time during probation."Not exactly. Employees have legal rights from day one, including protection against discrimination and certain types of unfair dismissal. It's important to follow a fair and reasonable process. "It's just a formality."It shouldn’t be. Probation is a critical time for feedback, training, and settling in. Don’t underestimate its value. "We don’t need to document anything."Without written records, it’s difficult to prove what’s been discussed or agreed. Always document reviews and feedback. "No training is needed they should hit the ground running."Even experienced hires need support to understand your systems, culture, and expectations. "Probation ends automatically."You should confirm the outcome in writing, making the employee’s status clear. "If they’re not working out, I’ll just let them go at the end."Surprising someone at the end of probation is unfair and can damage your reputation. Address concerns early and give the employee a chance to improve. Why Probation Matters Probation gives both parties time to evaluate if the relationship is the right fit. It also sets the tone for future expectations around performance, communication, and behaviour. It’s your chance to: - Set clear objectives and role expectations - Explain your company’s culture- Introduce systems, processes, and people - Provide coaching and support The induction period is especially important as it helps new hires understand their responsibilities, who they report to, and when to seek approval for decisions. Support During Probation Support starts with a plan in the first month. Make sure your new hire has :- Access to IT systems - Completed HR forms and payroll setup - Clear guidance on absence and holiday procedures Schedule weekly check-ins to give feedback and identify support or training needs early. Reviewing Performance Hold at least two formal reviews: one at the midpoint and one at the end. These should be two-way conversations covering: - Performance: What’s been achieved so far? - Attitude: Are they open to feedback, punctual, and proactive? - Attendance: Are they reliable and present? - Conduct: Are they professional, productive, and meeting expectations? - Team Fit: Have they built positive working relationships? Extending or Ending Probation If successful: Confirm in writing and set new goals for the months ahead. If extending: Be clear about what needs to improve, how it will be supported, and when you’ll review again. If terminating: Follow a fair process. Consider legal risks (e.g. discrimination, disability), give proper notice, and confirm the outcome in writing. Common Pitfalls to Avoid - No clear criteria for success - Infrequent or vague feedback - Delaying important conversations - Not following a structured, fair process Final Thoughts Probation isn’t just a tick box exercise rather it’s your opportunity to lay the foundations for a strong working relationship. Get it right, and you’ll boost retention, engagement, and performance. Need help reviewing your probation process?Contact me at bev@bdhr.co.uk – don’t leave it to chance.

How to deal with grievances in the workplace Every business must have a clear grievance policy in place. This ensures employees have a formal route to raise concerns about their treatment at work. Common grievance issues include bullying, unfair treatment, and pay disputes.Often, grievances begin informally and if addressed early and appropriately, formal action can be avoided altogether. Can you resolve with mediation Mediation is a valuable, voluntary process that allows a neutral third party to help employees in conflict talk through their issues and reach a mutually agreed solution. It’s confidential, non-judgmental, and often helps repair relationships rather than assign blame. Mediation is most effective in situations such as: ·       Interpersonal conflict between colleagues or between an employee and their manager ·       Breakdowns in communication ·       Misunderstandings that have escalated ·       Early-stage grievances that could be resolved before becoming formal complaints Benefits of mediation include: ·       Preserving working relationships and helping colleagues move forward professionally ·       Saving time and money by avoiding lengthy formal procedures or tribunal risks ·       Empowering employees to take ownership of problems and their resolution ·       Reducing stress by providing a safe space to be heard ·       Protecting workplace culture by preventing the spread of conflict and maintaining morale When Formal Grievance Procedures Are Needed Mediation isn’t always appropriate. If the issue cannot be resolved informally, a formal grievance process must be followed. Here’s how: 1. Raise the Grievance in WritingThe employee submits their grievance in writing, clearly outlining the issue. 2. Hold a Grievance MeetingThe employer arranges a formal meeting. The employee has the right to be accompanied. This meeting allows the employee to explain their concerns and discuss potential solutions. 3. Investigate the GrievanceDepending on the complexity, an investigation may happen before or after the meeting. This may include interviewing witnesses, reviewing documents, and gathering relevant evidence. 4. Decide on an OutcomeThe employer decides whether to uphold the grievance and confirms the decision in writing. The employee has the right to appeal. 5. Appeal ProcessIf the employee is unhappy with the outcome, they can appeal in writing. The appeal must be reviewed by someone not previously involved in the grievance process. Common Pitfalls to Avoid ·       Ignoring or delaying the grievance – The process should follow a clear timeline. Delays can damage trust and escalate issues. ·       Being defensive or dismissive – Take all concerns seriously. Emotions may be high, but it’s crucial to focus on the facts. ·       Poor documentation – Keep clear records of all meetings, actions taken, and decisions made. Grievances can sometimes involve complex issues like discrimination or serious allegations. Professional HR support can help ensure a fair process, reduce risk, and offer a calm perspective.Handled properly, a grievance process shows your team that you take concerns seriously and protects your business too. Need help?Contact me at bev@bdhr.co.uk , I’m here to support you.

Friends at work! We all want a workplace that feels comfortable, connected, and fun. And yes, you can absolutely get on well with your team. Laugh together. Grab lunch. Share stories. But when you’re the boss, it’s different. The lines between being friendly and being friends can get blurry. And when they do, it can make leadership a whole lot harder. Where Things Start to Go Wrong Being a good manager means being fair, consistent, and making tough decisions when needed. When friendships form at work or worse, when you hire a friend it becomes tricky to separate emotion from responsibility. Here are five common flashpoints where things go wrong: 1. Poor Performance A colleague starts making mistakes or not pulling their weight. Normally, you’d raise it and manage it. But if that person is a friend? It gets uncomfortable. They might take it personally. They may not accept feedback. You’re suddenly tiptoeing instead of leading. 2. Declined Time Off You have to say no to a holiday request , maybe it clashes with another team member, or it’s your busiest period. For a friend, that can feel like a betrayal. What should be a professional “no” turns into a personal issue. 3. No Pay Rise It’s pay review time. Maybe performance didn’t meet the mark, or there’s no budget for a raise. When it’s a friend, this can quickly lead to resentment and even worse, damage to your relationship. 4. Redundancy This one’s the hardest. Letting someone go is tough. Letting a friend go? Even tougher. You know their situation. Their mortgage. Their stress. But if they’re not the right fit, it still has to be done and that emotional weight can be overwhelming. 5. Your Team Notices Other team members will clock the friendship and may start thinking rules don’t apply equally. They might not speak up when things go wrong. They may assume your friend is untouchable. This erodes trust in you and your leadership. So... Is It Worth It? Hiring or befriending someone at work might feel like a win. You know them. You trust them. You enjoy their company. But what happens when: ·       They stop performing? ·       They push for things you don’t want to give? ·       Or worse they break your trust? Here’s What You Can Do Set clear, professional boundaries from the start: ·       Don’t text or call outside work hours unless urgent ·       Avoid connecting on personal social media ·       Keep your personal life private ·       Make expectations clear from day one ·       Be prepared to make tough calls, even when it’s uncomfortable Need Help Navigating a Sticky Situation? I support business owners who want to get HR right with practical, no-nonsense advice. If you're facing a challenge with an employee (friend or not), I can help. Drop me an email at bev@bdhr.co.uk .

Fixing HR mistakes with a proactive approach Are you guilty of only thinking about HR when something goes wrong? You’re not alone, HR is often reactive especially in small businesses meaning you spend more time putting out people related fires than actually growing your business.If it feels like you’re constantly bouncing from an absence to a conflict to an unexpected resignation, there is a better way. And it starts with shifting your mindset from firefighting to futureproofing. The Firefighting Trap It’s easy to get into the habit of only dealing with issues as they arise. The trouble is this approach often leaves you scrambling and it usually takes more time, and costs more money than having a plan in place. Here’s what it looks like: ·       1. On the day absences Unexpected absence throws everything off. You’re suddenly short staffed, workloads get missed, or other employees have to pick up the slack leading to stress and longer days all round. ·       2. Surprise resignations Someone hands in their notice out of the blue. Now you’re in panic mode trying to replace them. Even with a month’s notice, by the time you advertise, interview, make an offer, and wait for your new hire to start, you could be without cover for 5–6 weeks or longer if they don’t work their notice. ·       3. Only tackling performance issues when they’re unbearable By the time you act, damage has already been done missed deadlines, poor customer service and frustration in the team. Plus, you’re sending the message that underperformance is tolerated. This reactive cycle is stressful, expensive, and damaging to your culture. HR isn’t just admin, it’s your people strategy. FutureProofing Your HR Here’s how to move from chaos to control: ·       1. Clarity Have clear roles and responsibilities. Plan ahead for absence, both planned (like holidays) and unplanned (like sickness). Make sure there’s a backup plan for key duties, and set expectations for notice and communication. ·       2. Consistency Get your recruitment process tight. Up to date job descriptions help you write better job ads and interview more effectively. A clear, fair hiring process means you can move quickly and find the right people. ·       3. Culture You get the culture you allow. If you tolerate lateness, poor performance, or unclear boundaries, that’s what your team will reflect. Be proactive: give regular feedback, address small issues early, and set the tone for the kind of workplace you want. ·       4. Capability Support your team before they burn out or move on. Coaching, mentoring, and development conversations show people you’re invested in their growth and that keeps them engaged. Quick Wins You Can Start Today ·       Regular 1:1s – Schedule them and stick to them. Use them to spot issues early, offer support, and build trust. ·       Job descriptions – Keep them current. They bring clarity and make recruitment quicker when the time comes. ·       Onboarding – Make sure every new starter gets a contract, clear expectations, and a structured welcome. Use a checklist to keep things consistent. ·       Training budget – Even a small one goes a long way. There’s often funding available through government schemes or local training providers, explore your options. ·       Policies and procedures – Keep them up to date and actually use them. They’re not just for show they protect you and help build a consistent culture. The Payoff When you shift to a proactive approach: Turnover drops Engagement improves You lead with confidence And most importantly—your business becomes easier to run. If you’re tired of firefighting, now is the time to shift gears and build a solid HR foundation that works with your business, not against it.Need support putting that framework in place?Drop me a message at bev@BDHR.co.uk – I’d love to help.

Coaching conversations at work Managing staff can be frustrating, one minute they are performing well and then suddenly it is as if their performance falls off a cliff.  What do you do if this happens? A. Get rid of them? B. Put them on a performance improvement plan? C.  Sit down and have a conversation? Hopefully, it is answer C in the first instance.  Whilst as things currently stand, at the time of writing this, in the UK you could (possibly as long as there’s no discrimination involved and they have less than 2 years service) go for option A.  It is expensive to recruit and train, by this point you have invested time and money in them and they have been doing a good job.  Therefore, unless they have done something terrible it makes sense to get them back on track.  Similarly, whilst performance improvement plans (PIP) can be helpful, they aren’t necessarily the first thing you want to do.  So, lets park PIPs for now and revisit them later in this article. If your employee has been performing well to date and then things start to go wrong, there is normally an explanation for the performance dip.  It is easy to think that you don’t have the time to work with them and try to figure it out.  If they are making mistakes, it can be time consuming to rectify them and make a plan to get things right.  The truth is though, that if you don’t take the time to work with them, you will have to take the time to dismiss them, recruit and train someone new.  Where would you rather invest your time?  So what should you do? Well in the first instance, schedule a one to one meeting with them, hopefully you are having these meetings on a regular basis anyway.  Don’t wait for the next meeting, get something in the diary.  Now, most employees will panic at an unexpected meeting from the boss and the chances are they know they haven’t been on their A game.  Therefore, don’t just send the invite without an agenda.  The purpose of the meeting is to provide support and guidance, think about how you can position the meeting, so they attend feeling reassured.  You could say that you want to talk about their workload, discuss whether their deadlines are realistic and discuss development plans.  You could ask them to think about areas they need help and support as well as ideas for improvements on current tasks.  Now you have set the scene for the meeting and asked them to think about and suggest areas for improvement.  Things often go wrong for a reason, whether it is lack of processes, communication or some other issue.  You goal is to have an open conversation and get to the bottom of the problem and then put a plan in place to overcome it. Employees rarely do things wrong on purpose, normally there is a reason behind mistakes.  This could lack of understanding, high workloads, demands and deadlines meaning work is rushed, capability issues or distractions.  We tend to think that employee’s personal lives end at 9 am when they start work but that simply isn’t the case.   We all have a lot going on and often employees are juggling work, children, elderly parents and relationships.  These things can be distractions which mean we aren’t paying as much attention at work as we should be. The other area which can have an impact is mental health issues and for female employees the menopause can have a massive impact at work.  Conditions such as anxiety, depression and stress can affect performance at work. How to approach the meeting. The meeting is scheduled and you have sent an agenda.  You need to make sure that you have clear examples of the areas of concerns, what mistakes have been made, what is the impact of those mistakes?  If up to this point your employee has been performing well then be very clear on this fact, you are highlighting your concerns based on previously having no concerns.  You need to outline that to date these tasks have been completed without issue and then outline what the concerns are.  Then give your employee space to comment and talk about what is causing the issue. Ask open questions such as; ✅How are you finding your workload? ✅Why have these mistakes started happening now? ✅How are you feeling? ✅How can I support you? ✅What support do you need? If your employee is struggling because of a workload issue then you can find a solution, perhaps they need help in prioritising urgent tasks or deadlines rather than trying to get everything done at once.  Perhaps there is another member of the team that some tasks can be delegated to. If it is a capability issue, what training can be provided or do they need more time to complete tasks, can information be given to them earlier so that they have more time, is there another experienced member of staff who can mentor them and spend time supporting. Sometime with capability issues if the problem persists it is necessary at that stage to formalise the process and use a PIP, this tool should be used to clearly outline expectations, actions and deadlines and used as a follow up tool.  It will highlight if there is an issue which despite training, support, extra time, reduced workload, is not improving.  If this is the case it maybe that the employee is not suited to the role and a more difficult decision will need to be made. Maybe processes are broken, in which case work together to fix them.  What currently happens and where is it going wrong.  This may take some trial and error, you will have to fix the process and follow up to make sure the improvements work.  Implement check lists, start each day with a 10 minute catch up, what tasks are outstanding, what are urgent, has anything been missed.  Maybe a spreadsheet to track tasks or other technology to track in real time and update so everyone knows what is happening.  Mistakes often happen due to lack of communication. If your employee is struggling due to health issues, then you will need to understand how this impacting them, what conversations they have had with their GP (if any) and what support they need.  Are there any reasonable adjustments you can make for a period of time, is it worth a referral to occupational health for recommendations?  Have an open conversation, let them know they should come to you if they are struggling and not suffer in silence.  Keeping an ongoing dialogue and giving them the confidence to talk to you about any problems will keep mistakes at bay and help you manage the situation. Lastly, personal issues, these are the trickiest to deal with because you can’t solve the problem.  There are times when you might be able to put adjustments in place to support, for example if they are struggling with childcare or caring arrangements, can their work pattern be altered?  Adjusting start or finish times, working from home (this can always be a temporary arrangement), a reduction in hours or maybe a change of job role.  For other issues it maybe that you can only be a soundingboard and you may have to have a difficult conversation around not bringing those problems into the workplace, no personal calls at work, no texting or using mobile phones.  You are still paying them to do a job and whilst a little understanding goes a long way there do still need to be boundaries. In conclusion, when problems arise it can be all to easy to jump to conclusions about what is happening.  Investing time to coach, review processes, understand what is going on and maybe making some adjustments could save further issues down the line.  It may also mean that you don’t lose a good employee and if this investment pays off you will have a loyal employee who will work harder for you and you will have created a supportive culture.  Got a staff issue?  Contact me so you have the confidence to address performance issues, my Be Dynamic package will give you the opportunity to talk about your staff issue and walk away with a clear action plan.  Experienced HR support when you need it, email me at bev@bdhr.co.uk .

HR mistakes business owners make Running a business is all consuming, there are so many things to think about and so many hats to wear.  You’re probably managing social media, sales, accounts, clients and growing the business.  With so much going on it is easy for things to get lost and slip through the cracks.  When it comes to dealing with people issues, left unchecked mistakes can get worse and end up costing you more time and money than if you had just dealt with them in the first place. Mistake # Ignoring people issues. Small issues can be easy to ignore and, in some cases dealing with them can seem petty.  That employee who comes in 5 minutes late, in the grand scheme of things it doesn’t seem like that big a problem.  And of course, if it is a one off then it isn’t a big deal, we are all late sometimes.  What if it keeps happening though and 5 minutes becomes 10 or 15 minutes? Let’s not forget that your employees should be ready to start work at the appointed start time, not just get to work at that time.  We all know that by the time you get in, visit the loo, make a drink and log on to your computer, that’s 10 minutes gone.  So, in reality 5 minutes late equals a ready for work time of 15 minutes late.   In the meantime, your other employees who are at their desks raring to go, see this lateness and if it continues start to get annoyed, talk amongst themselves and get distracted.  A minor gripe suddenly snowballs into poor morale, conflict, lost productivity and maybe even a formal complaint.  Instead of having a quick chat to nip it in the bud, you have a full on HR issue which takes far more time to resolve and can create a culture of moaning and unresolved tension. What to do. Deal with any issues as soon as they happen.  That employee who was 5 minutes late, schedule a quick catch up, ask what happened and remind them that as a one off it happens to us all but you do expect them in 10 minutes before they are due to start work.  You may feel a bit awkward the first time you have the conversation, however, best case scenario it won’t happen again and if it does you’ve already outlined your expectations making it easier to follow up.  It also sends a message to the rest of team, (they will know you’ve had the conversation), meaning that it stops any gripes from them about some people being treated differently or better.  Foster a culture of check in’s, clear policies, communication and dealing with issues quickly and effectively.     Mistake #2 Not documenting decisions or processes A lot of managers and business owners make this mistake.  The problem is if you don’t write it down then it didn’t happen.  Unfortunately, this means that when something happens and then happens again if it isn’t documented you are starting from scratch.  In the example above, all that needs to happen is a quick email, summarising the conversation and any agreed actions.  It might seem like overkill, which is often why managers don’t do it but if it the lateness happens the following week you have something to refer back to.  It will also show up any patterns, if for example the lateness happens on the same day every week, is there something happening on that day which causes it?  Records are useful because we all forget things, having incidents written down allows for accuracy.  Having decisions documented also makes life easier if there are any disputes later down the line.  Verbal and informal agreements can cause issues if things need to change or with other team members who might perceive unfairness in their treatment compared to someone else. What to do. Make sure you have a clear record of any conversations, detailing the salient points, any decisions and any actions.  Sometimes a quick note via email will suffice if it is a simple issue which has been dealt with.  Other times a more formal letter may be required.  Record any agreements or changes to contract in a formal letter, outlining if this is a permanent change or a temporary change.  Include timescales and follow ups. Make sure you have clear policies and processes, which all employees should have access to.  This ensures consistency and covers any legally required processes, it also ensures that everyone understands how problems will be dealt with.  Mistake #3 Thinking you can do HR yourself. It is tempting to think we can do it all ourselves and honestly some people issues do not require a heavy handed approach however, I have heard from clients that they thought they could deal with a people problem and then ended up in a bit of a pickle because they didn’t know what to do.  Some issues are common sense and can be easily dealt with however, what seems like common sense when you’ve been in HR for 20 years might not seem so straightforward if you’ve never dealt with the issue before. What to do. If you’re struggling to deal with a people problem sometimes you need to talk to an expert to get some clarity.  This can save you time and money in stopping problems from escalating.  Outsourcing your HR or having time every month to check in with an HR consultant to chat through issues and get advice on how to deal with it, means you stay compliant, protect your business and free yourself up to focus on running your business. Final thought! Mistakes happen and we all make them and hopefully learn from them along the way.  When it comes to people problems in your business not only can they be costly and time consuming they can also lead to much bigger issues.  Make sure you have good HR foundations in place, then when the inevitable happens you will be equipped to deal with them. If you’re not sure where to start and need help, get in touch.  I support small business owners with HR, providing clarity and putting simple, practical and effective solutions in place to save you time and stress.  Email me at bev@bdhr.co.uk .

One-to-one meeting They are a regularly scheduled meeting for managers to spend a dedicated amount of time with their team members.  The meetings help foster good communication and relationships, it is also an opportunity to provide support to your team and make sure you are being proactive in understanding any issues.  Remember that one-to-one meetings are for your team not you, it is their time to talk to you about any issues, concerns, goals and development they have or want. Why are one-to-one’s important? Well as mentioned above it is dedicated time for you to spend talking to your team members, giving them the time to discuss things which are important to them.  They may have concerns about workload, meeting deadlines, skills gaps or personal issues which they are worried are impacting them at work.  If you are a small business owner, understanding these issues will ensure that you are ahead of any problems and will foster a culture of guidance and support.  These meetings should; ✅Encourage open communication and feedback ✅Identify any problems before they escalate ✅Provide support and guidance So how often should you hold one-to-one meetings? This depends, for a new recruit you may hold weekly meetings until they settle in. Similarly if there are performance issues, weekly may be appropriate to support your team member.  However, it is likely that at the very least they will be monthly meetings and it is important that these meetings are scheduled in the diary and are not moved.  It can be tempting when things are busy to cancel one-to-one meetings, it is at these times they are even more important.  In addition whilst you may not have anything to talk about your employee might, don’t think you are giving them time back by cancelling the meeting.  Schedule an hour and if it only takes 10 minutes, great everyone gets the time back, your employee though will still appreciate that they had your time. So, what should you cover in a one-to-one? This will vary and you should ask your employee to send you an agenda with items they want to discuss.  In general you will cover; Workload and an update on current tasks ✅ Check in, how are they coping with their current workload? ✅Do they have any concerns about any projects or deadlines? ✅Is there anything you are aware of which you need to share, as it will impact their workload? Performance and feedback ✅ Is there anything that they are worried about or any tasks they don’t understand? ✅How are they progressing in their role? ✅What are their current priorities? Challenges ✅ What challenges are they currently facing?  What have they done to address them and do they need any support? ✅Are there issues? What is holding up progress and how can these be overcome? ✅Is there any practical or hands on support you can offer to solve any problems? Feedback ✅What feedback can you share? This may be constructive ways to improve as well as positive ✅What suggestions can you make to encourage improvements? ✅Is there any training or additional support (coaching, mentoring) which will help them?   Lastly, ask them how they are.  If they have shared any personal problems, how are they getting on?  Give them space to talk to you about any team issues or questions about development, salary etc. Some questions you might use: ✅What support do you need from me? ✅What is your workload like? ✅What challenges have you faced recently and are they resolved? ✅What issues would you like to discuss? ✅How is this project going? ✅Last meeting you mentioned x how is that situation now? ✅Is there anything else you would like to talk about? Follow up. Share any notes particularly actions from the meeting, these serve as a reminder and also for follow up next time you meet. If you have actions make sure you complete them and get back to your employee with the result.  Plan ahead for meetings so that things don’t get missed and there is a structure. If any concerns are raised, act on them before they have a chance to become more serious and result in a grievance, performance management or capability / disciplinary.  One-to-one meetings ensure you know what is going on with your employees, team, relationships, workload and communication. Need help with team issues or structuring one-to-ones contact me at bev@bdhr.co.uk

BDHR Blogs Redundancy Often restructuring and redundancy go hand in hand but not always.  There is a lot to think about if you find yourself contemplating redundancies, it is not an easy decision and there is a strict process to follow.  Firstly, lets think about restructuring you might do this for several reasons. If your business has grown and you have needed to employ new members of staff but haven’t put in a structure, you might find that everyone is reporting into you.  Having 4 or 5 direct reports is not an issue, scheduling one to ones and team meetings should be manageable, any more than this, in addition to running a business, and you might find that you don’t have time to spend with your direct reports and / or you are inundated with people issues.  When I talk about people issues it doesn’t have to be problems but could be things like managing holiday, appraisals, one to one meetings, queries relating to deadlines or workload, everyday things that pop up but are distractions. If it is a small business you don’t need lots of levels and hierarchy, that doesn’t help, but maybe a manager between you and the rest of the team to deal with the issues mentioned above.  In this instance a simple restructure could involve simply moving an existing employee into a manager role and moving reporting lines.  These should be non-contractual changes and are easy to implement.  You may know who you want to promote and offer them a new role.  Top tip, you could offer this on a secondment or trial period to ensure it all works out, especially if you promote someone with no management experience.  They will need your support and guidance in the short term to help them manage the team, if they are not suited they can return to their original role.  Alternatively, you might decide to recruit someone with experience and create a new role.  Redundancies however are a different ball game, if you need to remove roles from your structure and replace them with different roles or if you need to reduce headcount and have identified roles which are no longer required.  Remember redundancy is about roles no longer being required in the business and not about the people. What should you do before you announce any changes? Undertake a review of your current structure, at this point your probably have an idea of what you want but you need to look at the roles you have in place and identify ones with similar responsibilities.  For example, if you have a standalone role which is no longer required and no-one else in the business does a similar job then that is straightforward.  However, if you have say 10 team managers in operations and you only need 8 then all team managers will need to be put at risk, in addition though you may pool similar roles.  So you will need to identify if there are any other team managers in the organisation where the roles are broadly the same and these roles would all be put at risk and everyone in those roles would be considered. In addition to the above you should also ensure that you put a freeze on any recruitment so that you can offer vacant roles to those employees who are placed at risk.  Pregnant employees have protected rights and must be offered a role if there is one available.   These protected rights apply, from the time the employee informs their employer they are pregnant and ends 18 months from the date of birth.  In addition protections apply around adoption, neo-natal care and shared parental leave, so make sure you understand if any employees fall under this protection. If less than 20 employees are affected you will need to consult individually within them, there is no legal timeframe however, they should attend at least one meeting.  If there are more than 20 redundancies then you must undertake collective consultation, at least 30 days before the first redundancy takes place and 45 days if there are more than 100 employees at risk. You must follow a fair, documented process.  Any employee with more than 2 years service will be entitled to redundancy pay, in addition to notice period.  Statutory notice will apply if it exceeds the contractual notice.  Example, if an employee has been employed for 6 years and their contract asks for 1 month notice, the statutory notice would be 6 weeks which is greater than the contractual notice and so that is the amount of notice they are entitled to.  However, if the contractual notice exceeds the statutory notice, then the contractual notice applies. You will need to calculate the redundancy pay based on age and length of service, which gives you the ready reckoner and that is multiplied by the weekly statutory amount, currently capped at £719.  You will need to make sure that you recheck this figure once you have a leave date, the amount may change if they have had a birthday or work anniversary.  Changes to the redundancy process are expected in the summer 2025, around how the number of employees at risk are calculated.  Currently, it is based on location and not across the organisation as a whole.  This is likely to change so that all locations under a single employing entity will be included. You will need to ensure that the selection process is fair, transparent and does not discriminate.  You should also consult around the selection process as getting agreement from those at risk, regarding the criteria is good practice.  Employees can also appeal against redundancy if they believe that a fair process has not been followed.  There is a lot to think about when restructuring and making redundancies.  You need to ensure you have a good understanding of the process and have thought through who is at risk, consultation, selection criteria, redundancy costs, applying the new structure and supporting both those employees exiting the business and the ones who remain as they will undoubtably be unsettled. Need HR support with managing a redundancy process contact me at BDHR for guidance and practical support.

ER issues an over BDHR Essex As a business owner you have probably heard the term ER issues bandied about by HR professionals, like all professions we love an abbreviation or an acronym.  Terms like TUPE, ER, EVP, EAP, SS, FWR, RTW and the list goes on.  If you are new to management or running a business with employees the list of HR terms are meaningless.  However, what you do know is that you have people problems.  So back to ER, which is “employee relations”, a term encompassing the  relationship between the employee and the organisation and like any relationship things can, and do go wrong. So, what types of areas would be covered by ER issues? Disciplinary, these types of issues occur when an employee knowingly behaves in a way which is considered unacceptable.  So, an extreme example would be punching a colleague in the face, stealing from the company or from colleagues, posting something sensitive or derogatory about the company on social media, sexual harassment, and leaking sensitive data.  These example, would all be considered gross misconduct, meaning that they could result in immediate dismissal without notice.  Lesser examples could be incidents such as repeatedly being late to start work, inappropriate banter, sitting on your phone instead of working.  This type of behaviour is frustrating but unlikely to lead to dismissal.  Whilst an employer can move straight to dismissal if the behaviour constitutes gross misconduct, there are caveats to this, the dismissal must be a reasonable and proportionate response to the conduct.  For example, if an employee has been employed for 10 years with an exemplary record, to move straight to dismissal may not be a reasonable response, again it will dependant on the circumstances.  Always, follow your disciplinary process. As a disclaimer and before we move to look at other type of ER issues, it is worth stating that there is a lot of misunderstanding about the 2 year qualifying service rule in the UK.  Firstly, this is being removed by the current Government so that employees have day one rights, likely to come into effect in October 2026.  Final details of which, at the time of writing, are still to be confirmed.  Currently if an employee has less than 2 years notice they can be dismissed and would not be able to bring a claim unfair dismissal.  That said, there are a number of instances where the above rule does not apply.  If an employee has been dismissed as a result of being discriminated against then they would have a claim.  The Equality Act 2010 outlines protected characteristics which are covered and not subject to qualifying periods.  Employees are also protected from dismissal if it relates to whistleblowing or Union activity. Capability, this is different from disciplinary as it focuses on someone’s ability to do the role.  This is an issue around, knowledge, understanding or ability to do the tasks associated with a role.  Sickness capability also comes under this category if an employee is too unwell to perform their duties.  There are 2 things to note here, capability follows a 3 stage process and does not generally move straight to dismissal, although a modified procedure can be follow if they do not have qualifying service.  Secondly, make sure you understand the employees sickness and whether it would be considered to a disability as it could constitute discrimination. Grievances are formal complaints which an employee has raised in regards to issues including but not limited to bullying, pay disputes, issues around terms and conditions, harassment, health and safety, organisational change or working practices. Flexible working requests, where an employee has the right to request a change to their contractual working pattern also comes under employee relations.  This is now a day one right and there is a strict process which needs to be followed in order to effectively deal with these requests.  The onus is on the employer to demonstrate why they cannot accept the request, covering 1 or more of, 8 reasons which would detrimentally affect the business.  In short employee relations cover a range of issues such as performance management, bullying and harassment, discrimination, conflict management, communication issues and inclusivity.  These issues are often bubbling away under the surface and arise as a result of employees feeling disgruntled, badly treated especially compared to someone else, a sense of perceived unfairness or a sense of being promised something which does not manifest.  Often managers are aware of issues but do not address them, hoping instead that it will go away or resolve itself, it rarely does.  If a behaviour is ignored, then it will likely keep happening and become harder to deal with.  Often when working with my clients they just want to be able to discuss the people issue and get advice on how to resolve it.  As a business owners you don’t start a business to deal with people issues, when your business grows and you need to recruit you find yourself having to deal with different personalities and HR process.  As an HR professional with 20 years experience, I can support you with resolving these problems in a clear and straightforward way saving you time, HR doesn’t have to be a headache.  Contact me to discuss your “ER” issues at bev@bdhr.co.uk  and lets chat about how I can help.  Several packages are available from adhoc to retained services to suit your business needs.

Stress at work I have been in HR for 20 years now and during that time I have seen a lot of change.  20 years ago mental health wasn’t really something we talked about, there was the odd person signed off work with stress but on the whole absence was still the traditional physical ailments like the flu, headaches or stomach upsets, aside from more serious ongoing issues. By the time I left the corporate world of HR, mental health issues were the number one reason for absence, accounting for the highest number of days lost to sickness absence.  Reasons ranged from stress, to low mood, to depression and anxiety.  Mental health issues didn’t just suddenly become a new thing, the reality is that we all have mental health and sometimes we all struggle with mental health issues.  However, the conversation around mental health, opened up and people were suddenly not afraid to talk about it and recognise that sometimes you needed time off work. I remember years ago if someone was signed off sick, it was expected that you would stay at home and recuperate, after all if you weren’t well enough to be at work then clearly you weren’t well enough to do anything but sit at home.  So, when an employee who was signed off with mental health issues was spotted out and about by colleagues, there was outrage and finger pointing about how they couldn’t possibly be unwell if they could leave their house.  Now of course we understand that when someone has mental health issues, the best thing for them is to get out, go for a walk, get some exercise, meet a friend for coffee.  So, thankfully times have changed, we are more understanding about mental health and the impact it can have on day to day life.  We also understand that health in general is all encompassing, mental health and physical health are interlinked, when it comes to wellness we should be looking at the body as a whole.  The reality is though that it can seems easier to support physical health, we can see the problem and put adjustments in place to support.  How though can you recognise if someone is struggling with their mental health? Some signs can include, ·       Reduced productivity & focus ·       Withdrawal from colleagues ·       Increased absenteeism ·       Mood swings or irritability ·       Decreased work performance If you have a team member who suddenly starts to display some or all of the above issues, having previously been a good performer, you should sit down and have a conversation with them.  Mention that you have noticed that their work has not been its usual high standard, or they don’t seem themselves or discuss the higher levels of absence with them.  Ask them what help they need, if they are reluctant to discuss any issues with you, give them information to other sources of support, you may have mental health first aiders or an employee assistance line (EAP). You have a duty of care. Under the health and safety act 1974 you have a duty to protect employees health, safety and welfare so far as reasonably practicable.  Under the equality act 2010 mental health conditions make qualify as a disability and there maybe a requirement to make reasonable adjustments.  You need to understand whether your employee would be considered to be disabled under the act or you may find yourself facing a claim for direct or indirect discrimination.  The definition of a disability is a long term physical or mental impairment which has a substantial adverse affect on day to day activities. What is a reasonable adjustment?            Reasonable adjustments remove the disadvantage related to a disability, so for example access to a building for someone in a wheelchair, you might have to instal a ramp if you have steps into the building.  Reasonable adjustments can also cover mental health conditions, they are specific to an individual and apply to both employees and job applicants.  Have a conversation about how their mental health condition impacts on their work, focus on what they can do so that you tailor the solution to the individual.  You will need to take a flexible approach, there is no one size fits all solution and lastly make sure you review the adjustments on an ongoing basis. What types of reasonable adjustments could you consider? Altered working hours and / or patten of work, for example a reduction in hours or a later start or early finish.  You may consider working from home, you may review workloads and reduce or remove some tasks temporarily.  You may offer an alternative role if available, which may suit their needs or you may offer additional support with workload and / or tasks.    Whilst reasonable adjustments must be considered, dependant on the cost or burden to the business you may not be able to incorporate all of them.  Lastly, make sure you have clear policies and procedures for addressing concerns, that your managers have received training and have regular one to ones with their team.  For help with an of these issues contact me at bev@BDHR.co.uk .