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Do you need all these HR policies? I am not a fan of lots of policies! Yes, I am an HR professional who doesn’t think it is necessary to have policies for everything. In fact in an ideal world, we wouldn’t need policies at all, we are all adults going to work to do a job in exchange for (mostly) money and our employers should trust us to do it. The reality is most people do want to do a good job and will act in a professional manner, however, we all know that not everyone will. The trouble is we try and put policies in place to account for every eventuality and use a sledgehammer to crack a nut. We penalise everyone to manage the odd person who might be behave badly, rather than starting from a position of trust and managing by exception. Businesses often end up with a myriad of policies, which no-one reads just in case someone does something wrong. Worse still there are some policies, where you just wonder what the purpose of them is at all. A case in point, I recently saw a post on LinkedIn talking about a ‘tattoo policy’! The point of this policy was to dictate that employees should cover up tattoos in the workplace, why this should be an issue and why is a policy necessary? Now if someone has a particularly offensive tattoo it would be reasonable to expect that to be covered up, how many people would that apply to though and surely a conversation would suffice? Legal requirement Some policies are required by law, disciplinary, grievance and health and safety. In these instances, it is important that employees understand the process of being able to raise a complaint and how it will be dealt with or how a disciplinary process will be conducted and what possible outcomes there may be. Similarly having a whistleblowing policy is a good idea, again so that employees understand what it means, that they will be protected and how to escalate any concerns. However, most policies aren't required by law and in fact if you have a policy in place you will need to follow it, often in tribunals, employers have failed to follow their own policies leading to judgements against. Policy instead of management? The trouble is I believe managers become over reliant on policies, they want a process for how to deal with every issue and problem. This just isn’t possible when dealing with human beings, you never know what might happen and even if you think you have seen it all, someone will suddenly do something completely unexpected. A common sense approach is often all that is needed. What do your managers need to make them feel confident when dealing with staff issues or conversations? The answer isnt more policies. So how can you reduce your policies? Have a review of what you have in place and question why you have it and whether you really need it. Dress code policy as an example, many companies now just have a statement which says dress for your day. If you are attending a formal client meeting a smarter outfit is probably required (dependant on your industry), if you are working from home then something comfortable will do, if you are in the office maybe jeans and a t-shirt is acceptable. I saw a comment which said if you look in the mirror and ask yourself whether you can get away with it, it probably isn’t suitable. Process instead? Ask yourself whether a process will do, for example in the event of a fire, make sure employees know the evacuation procedure and where to meet. Annual leave, everyone knows how much holiday they get, make sure the process to book time off is understood, what happens if holiday cannot be authorise and can you carry holiday over. Do you really need a working from home policy? Think about how you will practically manage the policies you have and how realistic they are. For example a blanket ban on mobile phones probably isn’t necessary or realistic. Culture How you operate as a business and the example you set is key. A business I worked for had a strict dress code policy, however the senior leadership team wore jeans. This is a tiny example and one that seems relatively inconsequential, but employees notice and it creates a culture of one rule for them and another for us. It is often the small things which have the biggest impact. What message does this send to your employees? Often policies get put in place for a reason which over time no-one can remember. Things change and your policies should evolve. Do you still need them and are they fit for purpose? How can you introduce a culture of trust? Final thoughts. Policies do have a place, and some are necessary to make sure there is clear and fair process in place. If you have policies in place for the sake of it they become meaningless and they will be ignored which is worse than not having them at all. Ask yourself, how you can operate a culture of trust, transparency and consistency where everyone knows what is expected, they are treated like adults and you don’t need a long list of dos and don’ts. Policies should give a structure and guidance, properly embedded in an organisation they are a great framework. However, you don’t need policies for everything and should avoid an over reliance on them to manage staff.

Menopause and coping in the workplace Menopausal women are the fastest growing demographic in the workplace. Women in their 40’s and 50’s are often at the peak of their career and then perimenopause hits. With a wide range of symptoms the experience of the menopause is different for everyone and there is no way of knowing when it will start, how long it will last or what the effects will be. Some stats The average age of the menopause is 51. But symptoms start at 40. 1 in 10 leave their jobs due to the symptoms being so debilitating and often being to embarrassed to discuss them. But 25% think about leaving their job. 18% of the workforce is menopausal. 46% do not disclose their symptoms for fear of being perceived negatively. For years there have been negative connotations with the menopause, a feeling of getting old and no longer being seen as capable or relevant. There is the perception that the worse thing about menopause are the hot flushes, which are viewed with a source of amusement. Many symptoms are just not the sort of thing anyone really wants to talk to work colleagues let alone their boss about. So it is not surprising that many women don’t feel comfortable talking about the menopause. In the course of my job I have spoken to lots of women suffering with the menopause and lots of them have struggled with anxiety, not wanting to give presentations or go to the office, panic attacks or just a generally feeling that they aren’t coping as well. The toll on mental health is, for many women worse than the physical symptoms. So what can businesses do? Reducing stigma, raising awareness and encouraging open dialogue is a start. The menopause is a natural occurrence which all women go through and they should not feel embarrassed to talk about it. Educating managers and employees about the menopause and how debilitating it is encourages an open dialogue and normalises the conversations. Create an environment where women know they can discuss the menopause and not be judged. Train managers so that they understand the symptoms and how wide ranging they are. Give them the skills to feel comfortable approaching and having the conversation and to discuss how they can support. Have menopause champions and menopause groups where employees can meet for support and tips with other employees who are going through the same thing. As the symptoms are different for everyone often support groups are useful as women may not realise they are perimenopausal and it can encourage them to seek medical advice. What reasonable adjustments can be made. As the menopause is different for everyone sitting down and discussing how they are struggling and what they need is the first step. Having a human approach and allowing women to manage their working arrangements, for those who work in an office working from home on days when they are struggling. Implementing a flexible working approach. Not penalising women for absence during this time, understanding the symptoms and what makes them worse and what they need to manage them. Are there practical steps which can be taken, working in a cooler area, if someone is anxious, are there elements of the job which could be supported, extra breaks and access to employee assistance programme or counselling. The menopause could be considered a disability if the symptoms are having a substantial and ongoing impact on someone day to day life. Bearing in ming the average length of the menopause is 7 years, but can last 14 years, it could certainly be deemed disabling. As such employers need to ensure they take the menopause seriously and don’t dismiss menopause symptoms. In addition, losing women with skills and experience from the workplace is costly. Final thoughts The menopause will affect all women at some point, businesses need to ensure they have training, encourage conversations and have a culture of openness and sensitivity around the menopause. “Banter”, jokes and demeaning comments should be stopped as this discourage women to talk about it. Have conversations about symptoms and what is needed to alleviate them and help women to keep doing their jobs to their capabilities. Women shouldn’t be penalised for going through a natural stage in their lives and they shouldn’t have to leave jobs and career they have worked hard for.

Communicating at a team meeting Internal communication often feels impossible to get right. In every employee survey I have ever run, the one thing, without fail, which employees always say needs improving is communication. Ask any senior leader and they will be adamant that they communicate well, ask employees and they will be adamant that they haven’t been told XY and Z. Communication is key in the workplace and it happens all the time whether we are aware of it or not. The unspoken message about the way things are done, how present senior leaders are, transparency around processes, and more formal updates. Many organisations will (hopefully) provide regular updates to senior managers and managers, often this is a one way process, there is no follow up or cascade creating a culture of only the people in the room being informed. Everyone else probably finds things out via gossip. Do you have a plan? Communication doesn’t just happen, a clear structured plan is required. We live in a world of information overload. There are so many channels for communication including emails, intranets, teams, slack, whats app groups and then verbal communication. Of course, verbal communication can by itself, take many forms from team meetings, town halls, away days, manager meetings, cascades, in person meetings and via teams or zoom. With all these channels it is no wonder that things can get missed. What channel? The first thing to think about is what is being communicated and what is the best channel for that. Often to ensure that the message reaches all the recipients it will probably be necessary to use more than one channel. If you want to make a companywide announcement you might email the whole organisation. If it is a sensitive message you might cascade to senior managers verbally first and then agree a time when they will cascade to their managers and then their teams, then followed by an email. This ensures that people find out at the same time, the message is consistent and anyone who is not in work will see the email. The company intranet might be more appropriate for informal messages, to encourage employees to check out the intranet you can usually send weekly updates encouraging them to check out posts. You should have monthly updates with the wider management team to update on strategy, company objectives and if appropriate financial updates. Two way street. Communication should be top down and bottom up. How do you get feedback and encourage new ideas? Senior management should ask employees on the front line of the business, about the challenges they face and what ideas they have to fix them. They are closer to the day to day of the business and often have good insights as to how problems can be resolved. Demonstrate you have listened, some ideas may not be feasible however, let employees know why. Encourage employees to ask questions and think about what that tells you about their understanding of what is going on. Tell employees what has been changed and achieved as a result of their feedback. Set up an employee forum and use that forum to discuss ideas and ask them to share and get feedback from their colleagues. Employee forums are great as long as you ensure you are clear on the expectaions and it is not a space to moan about toilets and temperaure of the office! Final thoughts. Think about the different messages you want to share with the business and how you plan to do that. Use more than one channel to reinforce the message and ensure it reaches all the recipients. Listen and let employees know you have heard them. Communication should go both ways and builds a culture of trust, safety to speak out and continuous improvement.

Annual appraisal Appraisals the word that strikes dread into every HR person, manager and employee. Let’s be honest, no-one likes appraisals, no-one wants to fill them out and no-one wants to have appraisal meetings. They are a yearly chore, one that is inevitably put off for as long as possible and then hastily filled out prior to the annual appraisal meeting. I, like most employees, would have my objectives set and then promptly not look at them again until “appraisal time”. At which point I would struggle to remember what I had actually done over the last 12 months. In addition, some of the objectives would have changed, some put on hold and others, well who knows. As a manager I would also be responsible for reviewing my teams objectives and giving feedback. And as HR director I would be responsible for overseeing the whole company’s appraisals. There was talk of consistency, fairness and transparency and I believe that most managers and organisations have good intentions but in reality, appraisals don’t work. Time consuming A lot of time is spent on appraisals. First, there is the annual senior management review of the key objectives. Most organisations start the objection setting process a few months before the start of the financial year. The exec’s have their objectives agreed and these are cascaded down to their teams. Everyone may have a compliance objective, financial objective, people objective and so it goes on. More meetings take place until everyone in the organisation has their objectives. They are then stuck in a drawer and left there, gathering dust for 12 months until review time. How much time are employees and managers spending on a process for something that is not used? Giving feedback The other problem with appraisals is that we are reviewing past performance and giving feedback retrospectively plus who can honestly remember what happened 12 months ago? We are more likely to give feedback based onrecent observations of performance, or achievement of goals. Appraisals by their nature focus on what employees could do to improve and whilst we badge this up as development and identifying areas for improvement in reality we stuck in cycle of telling employees they need to improve. What do you use appraisals for? Appraisals are typically used for development, achieving goals and targets, pay increases, bonuses and people management. A lot to ask of a process that doesn’t work. In all my years in HR appraisals have never been used in a performance management conversation, a manager has never come to me waving an appraisal document as evidence that an employee needs to be managed. As well as being used for an administrative process, appraisals are used for pay for performance or to determine bonus payments. In my experience bonus and pay increases have already been decided based on the amount in the pot and how much the organisation can afford to pay. Often managers know who they want to “look after” and give a bigger pay rise to. If appraisals are used to justify, it is likely that those employees will have received the highest score. Worse still is the award of a flat percentage across the board, a cost of living or inflationary award. The fast way for employees to lose faith in the appraisal process is to award them the same percentage amount as the team member they know isn’t performing. In essence appraisals become a tick box exercise. Then of course there’s the bell curve, where employees are clustered around a mean score, with some falling below and some above. Many organisations use this on the basis that most employees will get an average score and then there will be some with more and some with less. This suggests that most employees performance will be average and evidence suggests that most managers will score employees in the middle year after year. Most employees of course will rate themselves higher and are then disappointed. Really though what is the point of going through a pre-determined process? Time to change. Appraisals have been around for years and so we keep using them. They have just become one of those process we think we need, a justification to give or not give a pay increase. An illusion that we are using them to achieve goals and objectives, which in reality change and evolve as soon as they are agreed. So, what can we do differently? What do you want your team to achieve? What is the one goal which will make a difference? Make that the focus, give team members weekly goals which they commit to and then report back on weekly in team meetings. If things change or evolve then the goals move and change accordingly. Holding people accountable and giving feedback in real time, means they are more likely to achieve and learn. Feedback is valuable and is implemented. Final thoughts. Isn’t it time we stopped clinging on to an outdated process and implemented a process employees can get on board with which is a continuous and evolving process, not a once every Think about what you are hoping to achieve with the appraisal process and how you can make this an ongoing process. Regular check ins, accountability, a continuous feedback loop and not a once every 12 months review of an outdated document looking what we could’ve done better.

Leadership I have been a senior leader in organisations for over 15 years and I have always, on the whole, enjoyed it. Yes, it is scary at times, you are responsible for making difficult decisions which affect people and their jobs. Being a senior leader can be a lonely place, where confidential information cannot be discussed. It can be cold and clinical reviewing jobs and figuring out a redundancy process. You know the people you work with, you like them and most of them care about doing a good job. Difficult times As senior leaders you never what is around the corner and the difficult situations that you might need to deal with. The loss of a contract, a new competitor, difficult recruitment market making it hard to find the talent you need, the cost of implementing new technology or new legislation. There are a lot of balls to juggle and it can be overwhelming at times. In addition, you are managing people, heir expectations and needs. You need to present a demeanour of calm, being in control and steering the ship I heard a recent antidote which I found useful, you will be juggling lots of balls and some of those will be plastic and some will glass, you cannot drop the glass ones but you can put the plastic ones down. In other words, what are the most pressing priorities that you need to deal with, face or solve and what can wait. We can’t do everything in a day, so we must take 5 mins to think about the most pressing issues and ideally have a short to do list. Influence what you can control. It is also worth remembering that we cannot control everything and so we have to focus on what we can control. It is easy in today’s climate to focus on all the things to worry about, the environment, economy, uncertain world, but in reality, we have no control over those things. As leaders we need to show our teams that we understand those issues and concerns, let them know what we are doing to address them. What is our plan and if difficult decisions are necessary why we are making them. Communication is key as leaders and yet in my experience it is the one area which seems to be most difficult to get right. Often from employee feedback, the consensus is that leaders don’t communicate, whilst conversely leaders are adamant they have and do. Often leaders think they have communicated, however, have they communicated in the right way? Have they used several channels to ensure everyone has seen or heard the message? Has there been a follow up? It is important to think about a communications strategy. What are the types of messages you want share, who is the audience and what is the best method. For example, financial updates might be for senior managers only and be in person. Organisational updates might be for all staff and be by email. Sensitive messages might be for all staff but require a cascade approach, senior staff, managers and then teams, followed by an email announcement. Sometimes messages need to be broadcast on several channels and have to be repeated. Final thought Being a good leader requires authenticity and integrity, sometimes we don’t have all the answers. Sometimes we cannot share everything but still need to be calm and provide confidence. Sometimes decisions have to be taken which are right for the organisation but will affect employees. Dealing with that and the aftermath requires compassion and sensitivity. Understanding as a leader that the emotions directed towards you, are not about you and dealing with them calmly. Being a leader is hard, being a good leader harder still. Remembering that how you lead is how people will remember you and taking a moment to be kind and compassionate, when it is difficult, goes a long way.

Leavism is on the rise According to an article In People Management 59% of UK employees stated they worked whilst on holiday, with 20% actually taking their laptops with them. This isn’t a new phenomenon, I have been guilty of it myself. When I first moved into a role in HR it was as an internal recruiter. I had been working as a recruitment consultant and landed that unicorn of roles in a HR department. I absolutely loved that job and along with wanting to do a good job, I also wanted to make myself indispensable and on some believed that this meant being available all the time. This was in the days when the blackberry (who remembers them), was the device to have. As a result, I checked and answered emails all the time, on holiday, after hours and whenever really. Until I went on holiday to Cuba, where there was no internet and no emails. This taught me 2 things, 1 – how even just checking emails impacts your ability to switch off. 2 – if you’re not around people find out the answer and sort the problem. This was a valuable lesson and of course I now know there is no such thing as being indispensable. This also isn’t a culture businesses should encourage. We’ve probably all been there at some point in our careers and when you own a business of course it is difficult to completely switch off but there’s a difference between business owner and employee. Single point of failure Having since been in senior management roles, I understand that no business should have a single point of failure. This is no good for either the business or the individual. In the event that something happens to the employee the business could find that crucial knowledge is missing. It is also important that employees can go on holiday without, worrying that they will need to be contactable and that they will come back to a mountain of work, causing added stress. Good managers Good managers, share knowledge with their teams and give them the experience and skills so that they in effect make themselves redundant. A strong manager should surround themselves with good people who are capable and able to step up when they aren’t around. A strong team, with good communication skills, shared skills and knowledge, will be a more productive one. A manager who shares information and delegates to encourage learning and is confident enough in their own ability, will have a thriving team who can carry on as if the manager is there, when they aren’t. Job insecurity My constant need to always be checking and responding to emails was driven from a place of insecurity at the time and the current climate is a difficult one. The recruitment market is employer driven and tough for employees with a lot of competition. Businesses are under increasing cost pressure, meaning that roles are not always replaced. This adds pressure on existing employees to take on more responsibilities. Technology Employees may feel they need to constantly be connected and there maybe a culture of this expectation from senior leadership. In addition, many employees have emails on their phones meaning they can always check and reply. Many businesses communicate via Teams, WhatsApp and Slack, meaning notifications will be pinging and we are conditioned to check those pings, regardless of whether we are on holiday or not. Once we see and read, we will be thinking about what is happening and so are brains will continue to be in work mode and in addition we will be distracted at a time when we should be present for our families, partners, friends and ourselves. Final thoughts However, being able to switch off is key doing a good job. Annual leave is there for a reason and a good company culture, means encouraging employees to ignore emails and not be contactable. Managers must set a good example and normalise unplugging. After all the world won’t and shouldn’t fall apart if we are not around for a week or two. Make sure you encourage your teams to turn notifications off, try not to email people on annual leave and ensure teams have alternative managers they can contact. Have meetings to handover work and bring employees back up to speed before and after holidays. These good management practices are easy to implement and ensure your teams are rested and raring to go after a good break.

Employees surveys Over the years I have had many discussions about the worthwhileness of employee surveys and seen lots of comments about the fact they are a waste of time. The first time I was tasked with running an employee survey, there were about 5,000 employees, it was a complicated survey and although run by an external provider you had to get the employee data set right to make sure the departmental results were accurate. Thankfully with that survey the results were calculated and the business received a handy tool to be able to cut and understand the data. It was a real learning for me, at the time quite new to the world of HR, about perception, that you can’t communicate enough and that employees will hold on to grievances. For example, there used to be a small Christmas bonus, which had been cut about 5 years prior to this survey and there were still comments about it being taken away. No-one is happy with the temperature, their salary or the IT equipment. I certainly learnt a lot from the survey and I believe that businesses can too. Surveys are a great way to either find out what is going on in your business, if you don’t know or validate your thoughts if you have any idea of the issues. Employees will always be suspicious as to whether it is truly anonymous, although hopefully they will complete anyway. You can just use them for feedback or calculate an engagement score. What is engagement? Engagement is the connection an employee feels with to their job, the organisation and the value of the contribution they make. The questions asked generally focus on areas such as whether they work beyond what is required, take on extra responsibilities, whether they plan to leave, how strong they believe in the goals, objectives and strategy of the organisation, if they are proud to work there and feel valued. The more engaged and connected an employee feels to an organisation the more they will work hard, want to progress, feel valued and buy in to the goals and strategy of the business. Research suggests that organisations with high levels of engagement are more profitable. Therefore, many businesses use surveys because they want to improve engagement and understand where they can make improvements. The engagement questions themselves can be used to calculate an overall engagement score and this will give you valuable information. However, to understand what changes are needed you need to understand what is driving the answers to the engagement questions. Drivers for engagement. The drivers of engagement questions pinpoint the areas which need work and will help you focus on areas of improvement once you have the survey results. So what components should you be looking at? · Whether employees feel they are involved in the decisions making process. · Employers demonstrating concern about an employees health and wellbeing · Senior manager showing employees that they value them · Employees feeling they can voice their opinions · Employees good suggestions are acted on · Employees have the opportunity to develop their jobs · Managers listen to employees. Asking questions on these areas and looking at the overall scores will give a sense of what the culture of the organisation is like. Depending on the number of employees in an organisation the results can often be cut to look at departments, demographic splits, manager and senior manager responses, responses based on length of tenure. This can provide further insights and help target specific groups where engagement maybe lower. What about after the survey. Well, you must share the results, let employees know what is going well and what isnt. Let’s be honest they already know. I have always asked employees to get involved in making changes from the survey. Get them involved, it is their feedback and engagement isn’t HR, yes we run the survey but cannot change things, everyone has to play a part. A plan might look like: · Share the results · Go to all team meetings and share the departmental feedback · Ask teams to have an action plan specific to their area. · Have an overall company action plan from identifying the main themes · Have an employee group and task them with implementing changes · Communicate the direct changes you make as a result of feedback. Your main action plan might include reward and recognition schemes, health and wellbeing, diversity initiatives, a better more transparent pay review process, more visibility of senior leaders. So are they worth yes but only if you actually do something with the feedback. Have you decided to run a survey but don’t know where to start? Contact me for help by emailing bev@bdhr.co.uk.

AI in the workplace Artificial Intelligence (AI) has been around for years, but recent advancements mean its pace of development is accelerating and it’s now part of our everyday lives. From Alexa and Siri to chatbots and ChatGPT, AI is increasingly woven into both work and home life. While AI has the potential to enhance productivity and efficiency, headlines about job losses and automation often raise concerns about job security. So, how do you embrace innovation while ensuring that your team remains focused, engaged, and secure? The truth is, job security in its traditional form hasn’t existed for quite some time. The idea of a job for life is largely gone. But throughout history, technology has created new opportunities. AI is no different it will change how we work, but it can also enhance jobs rather than replace them. Here’s a six-step plan to help your employees navigate the AI journey with clarity and confidence: 1. Define Your AI Strategy Do you know how and where AI will be used in your business? A clear strategy will help reduce uncertainty. Think about: - What tasks can AI automate, especially repetitive or administrative ones? - How will you upskill your team to take on more strategic or people-focused tasks? - Will AI impact headcount? Could natural attrition help manage any reductions? - What technology will be introduced, and how will it be rolled out? - What is the timeline for implementation? Planning ahead helps reduce fear and allows your people to understand how AI fits into the bigger picture. 2. Create an AI Policy Do you have a policy on AI use? If not, you should. Tools like ChatGPT learn from the data input into them, do you want employees feeding it confidential company information? An AI policy will guide employees on: - What AI tools they can use - The acceptable use of data - Boundaries around confidentiality and privacy This protects your business and sets clear expectations for your team. 3. Highlight the Benefits It’s natural for people to fear what they don’t understand. Help your team see the benefits of AI in their roles. For example: In call centres, chatbots now handle simple customer queries. This reduces waiting times and allows human agents to focus on complex, high-value conversations. By showing how AI supports rather than replaces people, you can reduce resistance and build trust in the changes ahead. 4. Communicate Openly and Often If you don’t tell your team what’s happening, they’ll fill in the gaps themselves and usually with worst-case scenarios. Own the narrative: - Be transparent about where AI will be used - Share your strategy and rollout plans - Communicate regularly - Celebrate wins and share examples of success stories - Explain where human input is still essential Open communication builds confidence and reduces anxiety. 5. Invest in Training If you’re expecting your team to work with AI tools, give them the skills to do so. Provide: - Training on how AI tools work - Upskilling in areas that AI can’t replace, like creativity, emotional intelligence, and critical thinking - Opportunities to practice and ask questions Helping people build their capabilities reassures them that they have a future in the business. 6. Involve Your People Finally, don’t implement AI to your team, bring them on the journey with you. - Use employee forums or listening groups to gather feedback - Ask what’s working and what’s not - Involve them in identifying areas where AI could help - Make them part of the solution, not just recipients of the change People who feel heard are more likely to be engaged and supportive. Final Thoughts AI has incredible potential to transform the workplace but it can’t replace the human touch. Collaboration, empathy, connection, and oversight will always be needed. The challenge isn’t whether AI will change work, it’s how we guide that change. Done well, it can enhance jobs and create better workplaces. So ask yourself: How will you tackle AI in your workplace? How will you help your people thrive as technology evolves?

CLose relationships at work. Do you need a personal relationships policy? It can sometimes feel like there are a million workplace policies, so do you really need another? What happens if you don’t have one in place? Policies are designed to create a safe, fair, and consistent working environment. They provide clear guidelines and expectations for how employees should conduct themselves at work. So, is it necessary to have a policy around personal relationships? We spend a significant amount of time with our colleagues, often more than with our families and partners. It’s natural that close relationships may develop, and we want our teams to get along. A harmonious working environment makes life easier for everyone. But what happens when things get complicated? Where it can go wrong. Let’s say you manage a team and become particularly close friends with one member. You socialise outside work, follow each other on social media, and attend parties where you may, let’s say, enthusiastically dance to ABBA. Now, imagine having to make that person redundant or manage their underperformance. The personal connection makes those decisions much harder. Even if your friend has done a great job and deserves a pay rise, could your judgment be clouded by your relationship or what you know about their personal circumstances? Even if you're completely impartial, other team members may still perceive bias. If your friend receives a bigger bonus or pay increase, it might be seen as favoritism. This perceived unfairness can lead to a toxic culture. Colleagues may feel they can’t speak up about underperformance or misconduct involving your friend, believing they’re untouchable due to your relationship. What about romantic relationships? It’s not just friendships, romantic relationships at work bring even more complexity. While what employees do outside of work is largely their business, personal life and work life often overlap. If a romantic relationship exists where there’s a power imbalance (e.g. manager and direct report), this can lead to concerns over favoritism, biased decisions and lack of transparency. Worse still, if the relationship ends, there’s potential for claims of harassment, bullying, or unfair treatment such as exclusion from promotion or restructures. There’s also reputational risk. Office affairs may become workplace scandals, damaging morale or even careers, as we've seen in recent high-profile cases. While most won’t make the headlines, the internal fallout can still be significant. What can a policy do? A policy won’t prevent office relationships, but it can provide structure to manage them fairly. If you decide to implement one, it should include: - A requirement to declare close personal or romantic relationships, especially where a conflict of interest exists. - Provisions for additional oversight—e.g. removing line management responsibilities or requiring sign-off by another manager for decisions on pay or promotion. - Disciplinary procedures if impropriety occurs or relationships are not disclosed. Smaller businesses may not need a separate policy. These guidelines can be included in a broader conflict of interest policy instead. Conclusion. Clear boundaries and transparency around personal relationships at work help maintain fairness and protect your business when things don’t go as planned. Even if you don’t think it’s needed right now, it’s far better to be proactive than reactive.

Effective bonus schemes I’ve recently been working with a client on reviewing their bonus scheme. They’re looking to change it, right now they’re paying staff bonuses simply for doing their jobs. So what does that mean in practice? Well, their current scheme isn’t linked to performance targets, KPIs, or business outcomes. Employees receive a monthly bonus regardless of individual or company performance. Unsurprisingly, this has created an expectation that the bonus is guaranteed. Bonuses, when used well, can be powerful motivators. They’ve long been a staple in sales roles, sell more, earn more. Typically, these bonuses kick in after a defined threshold is met, such as a specific number of units sold or a monetary target. Employees then receive a percentage of their sales, often with tiered levels, hit the minimum and you unlock a bonus, exceed it and your earnings increase. This can be a smart way to drive business growth. But we’ve also seen abuses, especially in regulated industries where staff have mis-sold products or added unnecessary extras just to boost their earnings. In financial services, for example, strict rules exist to curb these risks. For most businesses though, a well-designed bonus scheme can be a useful way to boost engagement and profitability. So, what does a good bonus scheme look like? Make it non-contractual. If a bonus scheme is part of the employment contract, it becomes difficult to change or remove. Any changes would require employee consultation and agreement. Without that, you’re stuck. Some employers have resorted to firing and rehiring on new terms but this practice is likely to be banned by the UK government. Stick to including only the statutory requirements in your employment contracts. Run it on an annual basis and invite employees to join the scheme each year. This gives you the opportunity to review and update objectives and targets to ensure they remain relevant and achievable. Keep it discretionary and clearly state that the scheme is discretionary and may be amended or withdrawn at any time. This gives you the flexibility to make changes or withhold payments if circumstances require it. Link it to business performance. For example, you could set a company-wide financial target, if the business reaches £X in revenue or profit, a bonus pot is unlocked. You can build in tiers: the more the business exceeds its targets, the larger the percentage paid out. Tie it to individual performance and set clear, measurable objectives that employees must meet to be eligible for the bonus. Don’t wait until the end of the year, track progress regularly so everyone knows where they stand. Done well, a bonus scheme can align employee motivation with business success. But if not structured properly, it can quickly become a costly entitlement

Poor leadership costs money Most of us have encountered bad managers in our careers, they come in many forms: the bully, the micromanager, the manager who wants to be everyone’s friend, or simply incompetent. Many organisations promote high-performing employees into management roles because they hit targets and show ambition but excelling at an individual job doesn’t automatically translate to effective people management. Yet, many businesses fail to provide meaningful leadership training, often citing budget constraints. This is a short-sighted approach as poor managers cost businesses billions each year in the UK alone. It’s often said that employees don’t leave organisations they leave bad managers and how someone is managed has a profound impact on their work experience. In our still largely hierarchical workplaces, employees depend on managers for support and flexibility when things go wrong, like being late, falling ill, or dealing with emergencies. Bad managers cause high turnover, increased absenteeism, poor productivity, a toxic team culture, and even lost customers. What Does Poor Leadership Look Like? MicromanagementManagers who lack confidence or skills often dictate every detail, stifling creativity and slowing progress. Team members can’t work autonomously, leading to frustration and inefficiency. No Performance ManagementFailing to address issues or avoiding difficult conversations allows poor performance to go unchecked, lowering morale and productivity. Lack of CommunicationManagers who don’t give clear, constructive feedback or fail to set expectations create confusion and stress in teams. Inconsistent ManagementWhen managers show favouritism or apply rules unevenly, it undermines trust and fairness. For example, letting one team member repeatedly arrive late without consequences while reprimanding another creates resentment. Small inconsistencies can spiral into grievances, gossip, and lost productivity. Why It Matters for Small Businesses In small businesses, poor management stands out immediately. Inconsistency within or between teams can damage culture and morale. Employees quickly notice when expectations differ depending on who their manager is. This leads to disengagement or even active conflict.Small teams rely on trust and a shared understanding of how things are done. Toxic leadership disrupts this quickly. Yet, in many small businesses, leadership development is overlooked or treated as “common sense.” Warning Signs of Poor Leadership - High turnover in a specific team or across the company- Frequent sickness absence or unexplained absenteeism- Increased complaints, conflicts, or formal grievances- Declining team performance or missed deadlinesLook for patterns in your HR data (people MI) to spot whether a particular manager or team might be struggling. What Can You Do? ✅ Invest in Leadership TrainingManagers have a massive impact on your team’s performance and your company’s success. Ineffective managers are estimated to cost the UK economy £84 billion. How much could poor leadership be costing your business? ✅ Gather Feedback RegularlyAttend team meetings, run one-to-one check-ins, or hold “leapfrog” sessions where you speak directly with team members to get their honest perspective. ✅ Use Employee Surveys and Exit InterviewsSurveys provide an anonymous way for employees to share concerns. Exit interviews, ideally conducted by someone impartial, offer valuable insights into what might be driving people to leave. ✅ Clarify Expectations and Provide HR SupportMake sure your managers know what’s expected of them. Identify their experience gaps and offer HR training on key skills like having difficult conversations, conducting performance reviews, and supporting employees effectively. Poor management costs businesses in many ways — from lost productivity and missed deadlines to higher turnover and a toxic culture. Managers shape your company’s day-to-day experience, influencing how employees feel and how they treat your customers. Help make work better for your business by investing in your managers and helping them become great leaders.

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