If you’ve ever walked into an office and immediately felt the ‘vibe’ — good or bad — then you’ve already experienced the power of organisational culture. That feeling doesn’t come from nowhere. It’s shaped by leadership.

In today’s fast-paced, hybrid-working, always-on world, getting your organisational culture right is absolutely essential. It’s not just about free coffee, bean bags or table tennis, it’s about how your people feel, behave, collaborate, and perform — and that all starts at the top.

What is organisational culture?

Organisational culture is basically the personality of your company. It’s the shared values, beliefs and behaviours, that shape how work gets done. From how teams communicate, to how decisions are made, to how mistakes are handled — it’s all part of the culture.

You might not see it written down anywhere (although arguably it probably should be) but everyone feels it.

In the UK, where workplace etiquette, politeness, and understated leadership are often part of the mix, organisational culture can be a subtle, but powerful force. Whether you run a small business in Croydon or a multinational in London, your culture sets the tone.

Why does culture matter?

Let’s be honest — times have changed. Employees today are looking for more than just a monthly salary. They want meaning, flexibility, fairness, and a sense of belonging. And they’ll leave if they don’t get it.

This is why culture really matters:

• Employee engagement: A positive culture boosts morale and motivation. People who feel valued and supported bring their A-game
• Retention and recruitment: Top talent will choose a great workplace over a bigger salary — especially Gen Z
• Productivity: Happy teams are more productive
• Innovation: A strong, open culture encourages fresh ideas and creativity
• Reputation: Word spreads fast. If you have a toxic culture, it’ll hit Glassdoor before you know it

The role of leadership in shaping culture

Leadership isn’t just about making decisions — it’s about living the values you want your team to embrace. You set the tone. If your actions don’t match your words, no mission statement in the world can save your culture.

Great UK leaders, from start-ups to corporates, know that leadership today requires empathy, transparency, and humility. It’s not about command and control anymore — it’s about connection and consistency.

Here’s how leaders can actively shape a positive organisational culture:

Define your values (and actually mean them)

Start by getting clear on what your company stands for. Not just buzzwords on a wall, but real, lived values that everyone shares, including and especially the leadership. Involve your team in defining them — they’ll be more likely to buy in.

Lead by example

If you want a culture of trust, be trustworthy. If you want people to collaborate, don’t silo information. Leaders who model the behaviours they want to see will naturally influence the wider team. Actions speak louder than words, consistent behaviour from leadership is crucial.

Communicate openly and often

A positive culture thrives on clear, honest, two-way communication. Keep people in the loop — about changes, wins, challenges, and direction. Make it okay for employees to speak up without fear, and create those safe spaces for open dialogue.

Recognise and reward

Appreciation goes a long way. Recognise effort, celebrate successes, and give credit where it’s due. This doesn’t have to be expensive — a shout-out in a team meeting or a thank-you email can work wonders. Positive reinforcement is a powerful cultural driver; employees will value feeling seen and heard.

Invest in development

Support your team’s growth with training, mentoring, and opportunities. If you want a culture of learning, adaptability and continuous development, leadership needs to show that development is a priority — not a box-ticking exercise.

Check in regularly

Use surveys, one-to-ones, or informal chats to keep a finger on the cultural pulse. What’s working? What’s not? Be open to feedback and willing to adapt.

Summary

Organisational culture isn’t just a “nice to have” — it’s the foundation of a thriving business. And in the UK, where workplace dynamics are evolving fast; strong, values-led leadership is key to building a culture where people actually want to work.

So, whether you’re leading a team of five or a thousand, culture starts with you. Set the tone, live the values, and watch the difference it makes. If you’d like help making sure you have the right organisational culture, get in touch.

As Artificial Intelligence (AI) becomes increasingly embedded in workplace operations, UK employers are exploring how they can apply the principles of ethical AI in  people management practices. When used responsibly, AI can support ethical, fair, and efficient HR processes. However, organisations must ensure compliance with UK laws such as the Equality Act 2010, UK GDPR, and Human Rights Act 1998, which govern privacy, anti-discrimination, and employee rights.

This blog explores how ethical AI in people management can benefit UK employers while ensuring minimal risk of discrimination or privacy breaches.

The Importance of Ethical AI in HR

To fully realise the benefits of AI in HR practices, organisations must implement it ethically. Key considerations include:

• Transparency: Clearly inform employees when AI tools are used.
• Fairness: Regularly audit algorithms for bias.
• Privacy: Follow UK GDPR by securing employee data and gaining consent where needed.
• Human Oversight: Ensure AI enhances—not replaces—human decision-making.

Top 5 Ways AI Can Support Ethical People Management in the UK

AI in Recruitment and Selection

Using AI in recruitment can promote fairer hiring by anonymising CVs, reducing unconscious bias, and shortlisting candidates based on skills rather than background. To remain ethical, employers must routinely check algorithms to ensure they do not reinforce existing inequalities or exclude minority candidates.

AI and Employee Wellbeing

AI tools can analyse employee feedback, emails, or engagement surveys to monitor mental health and workplace satisfaction. AI for employee wellbeing helps managers respond proactively. However, this must be done with transparency, anonymisation, and clear consent to protect privacy rights.

Performance Management with AI

AI can help assess performance trends based on objective data such as project delivery, deadlines, and KPIs. Used ethically, AI in performance management helps identify development needs and reduce bias. But organisations must avoid invasive monitoring and ensure people remain involved in final decisions.

AI in Learning and Development

Personalised training through AI enables employees to upskill in line with business goals. AI-powered learning platforms suggest tailored development plans based on job roles, performance, and aspirations. To maintain fairness, employers must provide equal access and avoid profiling that could limit future opportunities.

Predictive Analytics for Workforce Planning

AI-driven workforce planning tools use data to predict staffing needs, identify potential retention risks, and forecast future skills gaps. When handled ethically and in line with UK data laws, this enables better decision-making without compromising employee privacy.

Ethical AI is the Future of HR in the UK

AI offers powerful opportunities to enhance people management in the UK, but its use must always be ethical and legally compliant. By focusing on transparency, fairness, and employee rights, organisations can adopt AI in HR practices that improve both business outcomes and workplace culture.

When used responsibly, AI supports managers, promotes inclusion, and enables smarter, fairer decisions—making it a valuable tool for modern, ethical leadership. If you’d like to read a previous blog about the evolution of AI, you can read that here.

It might feel like we’re only just at the tail-end of summer, but if you’re a business leader or office manager, September is actually the perfect time to start thinking about your office Christmas party.

Getting ahead of the game gives you more venue options, better deals, and time to plan a celebration that’s inclusive, memorable – and free from the awkward issues that sometimes come with work parties. Because as much as we all love a festive get-together, it’s no secret that the annual office Christmas party can sometimes bring a few headaches if not handled properly.

Here’s how to plan a great end-of-year celebration that keeps things fun, professional, and safe for everyone involved.

Start early and think beyond the pub

We get it – a few drinks and a DJ is the classic setup. But not everyone wants a booze-fuelled night, and focusing too much on alcohol can unintentionally exclude people. Think about activities that bring everyone together – not just the loudest voices in the room.

Ideas include:

• Festive team-building games or escape rooms
• A Christmas lunch followed by an afternoon of fun activities
• Charity volunteering followed by a group dinner
• Themed quizzes, awards nights, or winter fairs

By planning early, you’ve got more choice and can book experiences that feel fresh and inclusive, instead of defaulting to the same pub with the same playlist.

Set expectations – Yes, it’s still work

This bit’s important. While the office Christmas party is a chance to let your hair down, it’s still a work event. That means your normal conduct policies apply.

Leadership tips:

• Send a short, friendly reminder before the event that this is a company function.
• Make it clear that respectful behaviour is expected, regardless of the setting.
• Let employees know that actions at the party can still have professional consequences.

It’s not about being a Scrooge – it’s about making sure everyone feels comfortable and no one ends up regretting anything the next day.

Managers and leaders: Your behaviour sets the tone

If you’re a manager or team lead, remember your behaviour on the night matters. You’re still representing the business, and your actions can shape how others behave.

Leadership tips:

• Keep things professional – even after a few mulled wines.
• Be approachable but avoid getting overly familiar or involved in gossip.
• Watch out for any issues (like inappropriate comments or people drinking too much), and be ready to step in discreetly if needed.

The goal is to create a relaxed atmosphere where everyone can enjoy themselves, without things getting out of hand.

Mitigating risks with a bit of planning

Some of the common risks at an office Christmas party include:

• Excessive drinking
• Inappropriate behaviour
• Conflicts between colleagues
• Unsafe travel home

Leadership tips:

• Limit the free bar or include drink tokens
• Offer non-alcoholic alternatives and encourage moderation
• Include structured activities to keep the night engaging
• Arrange safe transport options (like taxis or a minibus)
• Ensure there are designated people to handle any problems

Make it meaningful

The office Christmas party is also a great time to reflect, say thanks, and recognise the hard work your team has put in all year. Whether it’s a speech, a small gift, or a light-hearted awards segment, don’t miss the opportunity to show appreciation.

Final thoughts

A well-planned office Christmas party can be a brilliant way to boost morale, bring teams together, and finish the year on a high. But getting it right means thinking ahead—not just about the venue and food, but about the experience you’re creating for your people.

Start planning now, set clear expectations, and focus on making it inclusive and fun for all. Your team will thank you for it. If you’d like to discuss how best to plan your end of year celebrations, get in touch.

Employee wellbeing isn’t just a buzzword – it can be a real driver of employee productivity, retention, and morale, especially for smaller businesses, where every team member counts. Supporting mental health and wellbeing doesn’t need to be expensive or time-consuming. Here are some practical, low-cost ways your business can make a big difference to improve employee wellbeing.

Encourage regular breaks

No-one does their best work when they’re glued to a screen for hours on end. Encourage staff to step away from their desks during the day. Even five minutes every hour can help reduce stress and boost focus. Promote proper lunch breaks too, ideally away from the computer. You could even lead by example and take a brisk lunchtime walk, and encourage others to join you. You could also consider having a ‘no lunch meeting’ policy so employees get a proper break and boost employee wellbeing.

Recognise good work

A quick ‘thank you’ goes a long way. Publicly acknowledging good work, even in small ways, boosts morale and makes people feel valued. Whether it’s a mention in a team meeting, a note on a shared board (virtual or actual), or even a simple email – recognition matters to people, and takes very little effort.

Offer flexibility where you can

Flexible working doesn’t have to mean a completely remote set-up or working part time. You could offer flexitime, making sure key business hours are covered, so people can flex their hours around school pick-ups, doctor or dentist appointments, or other caring responsibilities. And for those ad hoc requests, if you can accommodate them, do. This flexibility will be hugely appreciated and build employee loyalty, and when you have to ask people to work a little over their hours on a crucial big project or busy period, you’re more likely to get a positive response.

Start talking about mental health

Opening up the conversation about mental health reduces stigma and makes it easier for staff to speak up if they’re struggling. You don’t need to be an expert – just show empathy and be approachable, and demonstrate that employee wellbeing matters. Consider appointing a mental health first aider or sharing useful free resources from organisations like Mind or NHS Every Mind Matters.

Encourage movement and exercise

Employee wellbeing includes physical wellbeing and mental wellbeing. Encourage movement through the day – during those screen breaks you’re encouraging. Walking meetings can be a useful way to combine a screen break with exercise. You could encourage employees to sign up to an internal step challenge, or sponsored run, walk or cycle to promote longer-term goals and consistent exercise.

Check in – properly

When people are asked ‘how are you?’ many will just say ‘fine’. But just asking the question and moving on isn’t enough. Be aware of what’s happening in people’s lives and follow up if you know they’re dealing with something. Be more curious, and always caveat with their right to keep their personal lives private. Ask consistently in your 1-1s with your employees, listen, have a conversation about it and find out if there’s anything you can do to help.

Summary

Looking after your team’s wellbeing doesn’t have to eat into your budget.  A few thoughtful habits, honest conversations, and flexible attitudes can go a long way. In any business, the people you employee can be the key to your success. Invest in them, and they’ll invest in you.

If you’d like to discuss ways you can improve employee wellbeing, so you can reap the rewards of improved productivity, retention and morale, get in touch.

Performance reviews: two words that can prompt groans and eyerolls, even from experienced people managers. But provided there are clear processes in place and they are handled well, they can be a powerful tool for development, motivation, and alignment. Whether you’re in HR or line management, having a solid, repeatable process can turn reviews from a dreaded tick-box exercise into something genuinely valuable.

Here’s a step by step process to managing performance reviews, with clear milestones to diarise.

Set the stage

Milestone: Objectives agreed and documented

The objectives you set for your people are the start of the whole process and enable you to review progress effectively. The objectives should be clear, measurable, and linked to both team and business priorities.

Tip: Create objectives with your team members rather than imposing your ideas. It’s more engaging, and they’re more likely to take ownership. Tie them into personal development goals where you can.

Also, make sure you’re aligning with your company’s wider strategy and talk this through, so your team understand the relevance of the objectives. You can use frameworks like OKRs (Objectives and Key Results) or KPIs (Key Performance Indicators) to build on for individual objectives.

Check-in, not check-out

Milestone: Mid-year review or formal check-in completed

Don’t wait until the end of the review cycle to tell someone they’ve been veering off-track for weeks or months. A mid-year review (often informal) is best practice and helps avoid surprises. Use it to reflect on what’s going well, where adjustments are needed, and if any objectives need tweaking.

Tip: Think “coaching chat” not “mini appraisal.” Ask open questions, and resist the urge to make it all about delivery — talk behaviours, learning, and wellbeing too.

Feedback culture

Milestone: Continuous feedback recorded and shared

Regular, real-time feedback makes performance reviews far less painful. Encourage feedback from peers, clients, and stakeholders — not just a manager’s view from above.

Businesses sometimes use 360-feedback processes or simplified “Stop, Start, Continue” models.

Tip: Praise in public, give constructive feedback in private — and always be specific.

Prepare for the main event

Milestone: Employees self-assess and managers prepare review notes

As you approach the end of the cycle for performance reviews, you should start to prepare for the more formal meeting. Encourage your team to do a self-evaluation. It helps them to reflect and get actively engaged in the process. At the same time you should also reflect on their progress against the objectives, KPIs and / or OKRs and use your notes to compile your manager assessment.

This is also a great time to look at development plans and future ambitions. Think about whether someone’s ready for progression, or if they need more support.

If you have a form for the review, use this to guide your preparations and make sure the employee has a copy of this, to help them prepare, whether it’s online via your HR system or paper-based.

Tip: Calibration sessions with other managers can help ensure fairness and consistency, especially in larger organisations.

The review meeting

Milestone: Reviews completed and development plans updated

Don’t wing it. Make the review a proper conversation and put it in the diary for up to 90 minutes. The meeting may not last that long, but it’s better to free up time, than have to rush and stop before you’re finished and have to reschedule. Use a structured agenda: start with a recap of objectives, cover what’s gone well, where there are gaps, and agree a development plan for the year ahead.

Be balanced, be honest, and always listen. People may remember how you made them feel more than what you said.

Tip: Avoid the “feedback sandwich” — be direct but kind. If you’ve been giving feedback all year, nothing should be a shock.

Follow-up

Milestone: Development activity embedded and support in place

Performance management doesn’t end with the review — that’s just the launch pad. In the new year, check that agreed actions and training are actually happening. Line up mentors, book courses, and keep the momentum going.

Tip: Schedule monthly or quarterly 1:1s to track development progress, as well as day-to-day work and progress against the objectives set.

Summary

Managing a performance review process doesn’t have to feel like climbing Ben Nevis in a snowstorm. With regular check-ins, clear milestones, and a culture of continuous feedback, you can make reviews meaningful and motivating — not just a once-a-year tick-box task.

Need a quick checklist?

✅ Objectives set

✅ Mid-year review

✅ Regular feedback

✅ Review prep

✅ Formal review & development plans

✅ Action the outcomes

If you need advice about how best to manage your performance review process, get in touch.

As a manager, managing difficult situations in the workplace is inevitable. Whether it’s resolving conflict, addressing bullying, or handling staff disagreements, your approach can make a significant difference in maintaining team morale and productivity. When not properly managed, these issues can snowball, creating a toxic environment that impacts team culture and effectiveness. Here are key strategies to handle difficult situations within your team and maintain a healthy, high-performing workplace.

Address issues early and proactively

The earlier you address issues, the easier they are to manage. Letting conflict or negative behaviour fester can lead to resentment and escalate into larger problems. Encourage open communication within your team so that concerns can be raised early. Create a culture where employees feel comfortable speaking up, knowing their concerns will be taken seriously.

Actionable tip: Hold regular one-on-one meetings with your team members to discuss both their work and any interpersonal issues they might be facing.

Be a neutral mediator in conflicts

When conflict arises, your role as a manager is to act as a neutral mediator. Avoid taking sides and instead focus on resolving the issue in a way that’s fair to all parties involved. Listen actively to understand the root cause of the conflict and help team members see each other’s perspectives. This can often lead to a more constructive discussion and a quicker resolution.

Actionable tip: Use “I” statements, such as “I understand that you both have different views on this,” to ensure you’re neutral and not escalating the conflict.

Tackle bullying and toxic behaviour head-on

Bullying and toxic behaviour can severely impact team dynamics and morale. If you suspect bullying is occurring, investigate immediately and take appropriate action. As well as being an ethical issue, employees who feel unsafe or unsupported can become disengaged, lowering overall team performance. Make it clear that bullying, harassment, or discrimination of any kind will not be tolerated in your team.

Actionable tip: Implement a clear anti-bullying policy and ensure all team members are trained on what constitutes unacceptable behaviour. Encourage an open-door policy where staff can report issues without fear of retaliation.

Foster a collaborative team culture

Preventing difficult situations before they arise starts with building a positive, collaborative team culture. Create opportunities for team members to bond, collaborate, and understand each other’s strengths and weaknesses. A team that trusts and respects one another is less likely to experience major conflicts.

Actionable tip: Organise team-building activities, both formal and informal, to help team members get to know one another better. This can help reduce misunderstandings and foster better communication.

Set clear expectations and boundaries

When managing difficult staff members, it’s crucial to set clear expectations from the outset. Define roles, responsibilities, and the behavioural standards you expect from your team. Make sure all employees understand what is acceptable conduct, and what will not be tolerated. Consistently enforce these expectations to prevent potential conflicts.

Actionable tip: Establish a clear code of conduct and communicate it to your team. Include it in your onboarding process and refer to it regularly to remind employees of your expectations.

Manage performance issues early

Difficult staff members often exhibit performance issues that, if not addressed, can lead to resentment and friction with other team members. It’s important to deal with performance problems early on by providing constructive feedback and clear goals for improvement. Be specific about what needs to change and offer the support necessary to help the employee succeed.

Actionable tip: Set up regular performance reviews or feedback sessions to address any concerns as soon as they arise. Use these meetings as an opportunity to coach employees, not just to reprimand them.

Encourage open communication

Open communication is essential for resolving disagreements and preventing misunderstandings. Encourage team members to express their concerns directly and respectfully. When employees feel they can share their thoughts in a safe environment, it reduces the likelihood of tension escalating into conflict.

Actionable tip: Foster an “open-door” policy where employees can approach you with issues at any time. Actively listen without judgment, and reassure them that their concerns will be listened to and addressed where possible.

Lead by example

As a manager, your behaviour sets the tone for your team. Model the values and behaviours you want to see in your employees, including respect, collaboration, and problem-solving. When you remain calm, composed, and solution-focused during difficult situations, your team will likely follow suit.

Actionable tip: When conflicts arise, stay calm and focus on finding solutions rather than placing blame. Your leadership style will influence how your team responds to challenges.

Use conflict resolution techniques

Sometimes, conflicts cannot be resolved through basic communication. In these cases, employing formal conflict resolution techniques can help you in managing difficult situations. Techniques such as mediation, negotiation, and compromise can be powerful tools in helping team members work through differences.

Actionable tip: Consider using a structured conflict resolution model, like the Interest-Based Relational Approach (IBR) to ensure all parties’ needs are considered and met in a fair manner. The IBR approach to conflict resolution focuses on separating people from the problem, addressing the underlying interests of all parties involved, and fostering collaboration to find mutually beneficial solutions while maintaining positive relationships.

Conclusion

Managing difficult situations in your team requires a blend of proactive leadership, clear communication, and a commitment to fostering a positive work environment. By addressing issues early, setting clear expectations, and resolving conflicts constructively, you can prevent small grievances from escalating and protect your team culture. Keep in mind that a team that feels supported, respected, and heard is far more likely to thrive—both in terms of morale and productivity.

If you need advice and support to manage a difficult situation in your team, please get in touch.

As a people manager, effective delegation is one of your most powerful tools. Delegating tasks not only helps you manage your workload, but it also develops your team, builds trust, and helps you achieve your organisational objectives. However, many managers struggle with delegation, often holding on to tasks they should be passing on or not providing clear enough guidance to their teams.

In this blog, we’ll explore some top tips for effective delegation. Whether you’re a seasoned manager or new to leadership, these strategies will help you delegate more efficiently and reach your goals.

Identify the Right Tasks to Delegate

Not every task should be delegated. The key is to identify what tasks will help you achieve your goals while also contributing to your team’s growth.

• Delegate routine tasks that are time-consuming but don’t require your direct involvement. This will free up your time for more strategic work.
• Delegate tasks that will develop your team members’ skills. Assign tasks that stretch their capabilities and give them the chance to learn new skills or improve existing ones.
• Avoid delegating tasks that are critical to your expertise or require very specific knowledge that your team members don’t have.

By being thoughtful about what to delegate, you can ensure that tasks go to the right person and support both your own objectives and your team’s development.

Choose the Right Person for the Task

Effective delegation isn’t just about passing off work – it’s about choosing the right team member for each task.

• Assess skills and experience. Think about the strengths and weaknesses of your team members. Assign tasks based on their capabilities, while also considering whether they can grow through the task.
• Consider workload. Don’t overload high performers with all the tasks. Balance workloads across the team to avoid burnout.
• Trust your team. Effective delegation means trusting your team members to deliver results. Avoid micromanaging – give them the responsibility and space to perform.

When you assign tasks to the right person, the chances of success increase, and your team members feel valued and trusted.

Set Clear Expectations

One of the most common mistakes managers make when delegating is not being clear about expectations. To avoid confusion and frustration, ensure that you:

• Define the desired outcome. Be clear about what success looks like for each task. Provide a vision of what you want the final product to look like.
• Set deadlines. Specify when the task needs to be completed. If it’s a multi-step project, break it down into smaller deadlines to help keep track of progress.
• Clarify resources and support. Let your team know what resources are available to them and how they can ask for help if needed.

Clear expectations ensure that there’s no ambiguity, reducing the chance of mistakes and misunderstandings.

Provide the Right Level of Autonomy

Delegation doesn’t mean giving up control – it’s about finding the right balance of support and independence.

• Give freedom where appropriate. If your team members are capable, allow them the autonomy to approach the task in their own way. This boosts confidence and fosters a sense of ownership.
• Provide guidance if needed. If the task is new or complex, be available for advice, but avoid micromanaging. Trust your team to get things done, but provide the right level of support to keep them on track.

Effective delegation is about empowering your team to make decisions while providing the necessary backup if things don’t go as planned.

Monitor Progress and Provide Feedback

Delegating doesn’t mean walking away and forgetting about the task. Regular check-ins and feedback are essential to ensuring things are on track.

• Check-in periodically. Set up regular check-ins to discuss progress and any obstacles the team member might be encountering. These check-ins should be constructive, focused on problem-solving, and aimed at maintaining momentum.
• Give constructive feedback. Offer feedback throughout the process, not just at the end. Praise progress and accomplishments, but also discuss potential for improvement.
• Celebrate achievements. Recognise and celebrate successes, whether big or small. This helps build confidence and motivation for future tasks.

By staying involved without being overbearing, you ensure that the task is completed successfully and your team feels supported throughout the process.

Encourage Development and Growth

Effective delegation isn’t just about getting tasks done – it’s also an opportunity to develop your team members.

• Assign challenging tasks. Delegate projects that will stretch your team’s skills and push them outside their comfort zones. This builds confidence and helps them grow professionally.
• Offer learning opportunities. Use delegation as a chance to help team members learn new skills. This will not only help them grow but also benefit the team as a whole.
• Provide mentorship. Share your knowledge and offer guidance as your team members take on more responsibility. This not only helps them succeed but also strengthens your relationship with them.

Delegating with the intention to develop your team leads to stronger performance, higher employee satisfaction, and a more capable workforce in the long term.

Trust Your Team

Trust is at the core of effective delegation. If you don’t trust your team to handle the task, delegation will feel like an exercise in futility.

• Let go of perfectionism. Understand that your team members may not do things exactly the way you would, but that doesn’t mean they won’t do a good job.
• Encourage independence. Trust that your team will take ownership of their tasks and problem-solve when necessary. Giving them responsibility fosters loyalty and boosts motivation.
• Respect their expertise. When you delegate, you’re not just handing off tasks – you’re acknowledging the skills and knowledge of your team members.

Building trust through delegation not only boosts your team’s confidence but also fosters a positive work culture where everyone feels empowered to contribute.

Reflect and Improve

After delegating a task, take the time to reflect on how it went and identify areas for improvement.

• Evaluate outcomes. Did the task meet expectations? Were there any challenges or surprises? Use this as a learning opportunity to refine your delegation process in the future.
• Seek feedback from your team. Ask your team members for their perspective on the delegation process. What went well? What could have been improved?

Reflection ensures that you’re continually evolving as a manager and improving the way you delegate.

Conclusion

Delegating effectively is essential for any people manager who wants to develop their team, achieve their objectives, and build trust. By identifying the right tasks to delegate, choosing the right person, setting clear expectations, and providing the necessary support, you can empower your team to succeed. At the same time, you’ll free up your own time to focus on high-priority tasks, improve team dynamics, and foster a culture of growth and accountability. Delegation is a skill that takes practice, but by following these tips, you’ll be well on your way to becoming a more effective, trusted, and inspiring leader. If you need guidance on how to delegate effectively, or your team need training in this area, get in touch.

When you hire a new team member, there will usually be a probationary period. This is a time during which both parties can establish if hiring them was the right decision. It’s a fixed amount of time, so proactively managing probationary periods is important. If it applies, details of a probationary period must be included in employment contracts. Wording should include the duration, the right to extend, and areas of their performance and conduct which will be considered.

Many companies have rebranded the probationary period, using terms like ‘Introductory Period’ or ’90-day journey’. They mean the same thing; Was hiring the new joiner the right decision?

Probationary periods ensure that an employee’s expectations are managed. They understand that what they do during that time matters and can affect their ongoing employment.  If the end of a probationary period goes left unchecked, the default position is that they have successfully passed.  This may result in changes to their entitlements and notice period, and it’s more difficult to address those issues after that.

Areas to consider

When it comes to assessing whether the hiring decision, it shouldn’t just be about technical ability in their field of expertise. It’s about the behaviour they demonstrate, their understanding of the business or their desire and enthusiasm to learn and make a positive contribution. In an SME one person can make a big difference to the team dynamic and the success of the business. Therefore, it’s important that you use the probationary period to determine if you made the right decision. The probation period is also about the employee deciding if this is the right place for them. It’s important that you engage in two-way dialogue about how they’re getting on.  The probationary period provides an opportunity to ‘course correct’ if things doing seem to be going to plan, either for you, the team or the new hire.

Tips for managing a successful probation

Managers need to spend time proactively managing probationary periods. It should be expected that more management time will be spent on this person during that time. The time you spend is an investment which will hopefully lead to a direct return.

So what should managers be doing during their new hire’s probation?  Here are our top 10 tips:

1. Clear job information: Make sure all the relevant information is clearly communicated during the recruitment process. That way there is no ambiguity about the role and what it involves
2. Effective induction: Ensure you have an effective induction programme. This should include information about their job, the team, the business and the way it’s structured. It should also include where they fit in, the values of the company and how you expect employees to behave at work
3. Introductions to key people: Ensure the new hire is introduced to key people on day one or at least during their first week. That way they know where to go for support if they have questions. No-one can know everything from day one
4. Meet regularly: Meet with the new hire 1-1 regularly and frequently, and make sure it’s diarised and a written note is taken and shared with them in a timely way. In these meetings you can ensure they know what they should be doing. You can provide regular feedback about how it’s going, both from the perspective of their work, as well as their behaviour. For example if their work has been accurate, or you have noticed they have been late multiple times during their first week / month. Flag what you have noticed, ask how they feel it’s going and if there is anything they’re not sure about
5. Set SMART objectives: Set some agreed objectives for the first month, and / or overall for their first 3 or 6 months. Progression towards meeting the objectives should also become an area of feedback in your weekly meetings, and follow up on email with the key points
6. Be accessible and approachable: Have ad hoc informal catch-ups with the new hire on the ‘shop floor’. Ensure your new hire has the opportunity to ask any questions they may have
7. Flag issues and concerns: If there are issues, flag them sensitively, but honestly. Explain why it’s a problem, and what you expected instead, or better still, ask them how they could have avoided the issue
8. Timely feedback: Ensure your feedback is given in a timely way. If something serious is wrong, don’t wait for the next 1-1 meeting
9. Preparation for meetings: Provide feedback in a confidential setting away from colleagues to protect their dignity. Prepare feedback properly to ensure it’s objective and delivered thoughtfully
10. Act prior to the end of probation: Make sure you meet with the new joiner before the end of the official probationary period to confirm formally if they have passed their probation. Alternatively, probation can be extended if there are ongoing issues which need to be addressed. Equally if there are too many issues you may have to deliver the news that the probation has not been successful. (i.e. you give notice to terminate their employment)

As people managers it’s in your interests to do all you can to set this person up to succeed. This avoids unnecessary additional time and resource in sourcing a new hire twice in a short period of time. That said, sometimes things don’t work out. If that’s the case, dealing with it promptly and decisively will save time and money.

Recruitment can be expensive and time-consuming, so making sure your initial recruitment process was appropriate will help.  Read our previous blog here about recruitment if you want more tips for successful recruitment.

If you would like support managing probationary periods, or you have an issue with a new hire, get in touch.

As a small business you might ask ‘why do I need HR?’ if you have a small headcount and everything seems to be going well.  An HR Consultant is often engaged to support and advise when there are employee related issues or problems. That might be a situation involving redundancy, a disciplinary, grievance or dismissal.  Of course, ensuring that these situations are dealt with correctly is very important.  We do our job, help you to resolve the issue and that’s that.  All good.  But there IS more to HR than troubleshooting of this kind, and it’s important even (or I would argue especially) for small businesses. The way your people are managed will have a direct impact on their success, and by implication the the success of your business.  In a small business where the headcount is under 50, each employee has a greater proportional impact on the working environment, the team, the success of the business and how well it functions.

What do I need to know about HR?

The Chartered Institute for Personnel and Development (CIPD), states that Human Resources Management (HRM) is:

“…the function within an organisation that focuses on the recruitment, management, and direction of the people who work in the organisation. HRM can also be performed by line managers.”

There are multiple stages in an employment relationship, some of which are included in the definition above.  If we look at this in more detail, the stages are:

Employees experience these activities during their journey with you, their employer. But you won’t positively impact the success of your people and your business without considering the ‘how’ in each of these areas. Let’s look at each stage in more detail:

Attraction

What skills, knowledge and experience do you need, and how will you attract these people in a competitive recruitment market?

Recruitment

What are your recruitment methods, and do they successfully identify if the candidates have the skills, knowledge and experience you need?  How many of your new starters leave before they finish their probationary period with you?

Onboarding

How can you ensure effective onboarding of someone into their job and the company, enabling them to become productive quickly and begin making a positive impact on your business?

Development

How do you develop your onboarded employees? What development and progression can you provide so that your people become better and better at their jobs and become the experts, managers or leaders of the future?  Or do people leave to get that development and progression?

Retention

How do you treat your employees while they’re with you? What can you offer them that will keep them loyal and engaged?  Or might they always be on the lookout for the next opportunity elsewhere?  How do you make sure you keep all the knowledge, skill and experience you have supported and developed from walking out of the door, reducing your ROI, and increasing your costs?

Separation

How do you treat leavers? Does that change depending on whether they’re a voluntary or involuntary leaver? What do your current employee population observe when others leave, and does that process feel dignified, respectful and make them feel glad they still work there?  Could your leavers be employees of the future, once they’ve gained other experiences, and would they want to return to you?

And the cycle continues…..

What should I do?

In short, the first stage would be to look at what you currently do.  Ask yourself and selected others 5(ish!) key questions:

1. Are your people processes efficient and effective for the business and your people?
2. What kinds of experiences do your employees have at the various stages of the employee lifecycle?
3. What kinds of behaviours do you value? Do you see these demonstrated by your managers and employees consistently in their interactions with each other?
4. What kind of employer do you want to be?  How does that link in with your brand marketing and PR?
5. How high is your employee turnover? How successful are your attempts to recruit new talent?

This is just the start of the process, and it will lead to further conversations and questions, no doubt.  Maybe this next year is the year you start to take a strategic approach to your people management practices?

If you’re asking yourself “Why do I need HR?” and you’d like more information, or if you would like support to look at any or all of these areas to make your business even more successful, get in touch.

The Covid-19 pandemic had an undeniable impact on everyone’s lives.  During that time, the requirement to work flexibly created a new landscape, which employers are still having to navigate.

For some employees, that switch to remote, flexible working appears to have resulted in the ‘always-on’ phenomenon. There’s no real boundary between work time and personal time. This means that employees can work around other personal commitments or activities, if they wish. However some people find it difficult to switch off, in some cases leading to a culture of presenteeism.

What is Presenteeism?

The CIPD states that presenteeism occurs when people work when in suboptimal health.  Your employees are attending work when they are unwell, and are therefore unable to be productive.  Absenteeism has a huge cost implication for employers.  But interestingly, the CIPD also reports that presenteeism has a much bigger cost (according to research by Deloitte).

Why is it a problem?

Unless addressed, presenteeism can lead to a culture where presence indicates commitment and success. I.e., if you turn up early and leave late you’re doing a great job, you will be more valued, and potentially rewarded accordingly.  What it doesn’t do is lead to an increase in productivity and it can cause a toxic culture. These things will drive away talent, further decreasing productivity.

There are also other effects, for example:

• Employees come to the workplace with contagious illnesses, which spread through the workforce, increasing absence and / or presenteeism.
• Employees won’t take the rest from work they need to recover, therefore stay unwell for longer, or their health deteriorates further.
• Employees working while unwell will understandably demonstrate less enthusiasm and motivation, leading to low morale. This low morale may be contagious within the workforce, even in your healthy employees.
• Depending on the sector, employees who are unwell are more likely to have workplace accidents, putting themselves and others at risk.
• Presenteeism means that employees aren’t giving their full commitment to their work, and therefore will not progress and develop, which may lead to further demotivation and disengagement.
• The quality of work produced is less likely to be as high as it might otherwise be, if the employee was healthy. This may have a knock-on effect on colleagues, for example causing frustration, or blockages and delays in systems and processes.

What can you do about it in your business?

Leaders need to be proactive in changing the narrative about the behaviours that are valued in their business. They need to move away from a ‘bums on seats’ approach (i.e. presenteeism), and instead focus on outputs and achievements. One of the first things they can do is lead by example. Create those work and home time boundaries. For example, only respond to emails during working hours, or as close as you can get (unless it’s business critical). Encourage employees to leave work, or if remote, switch off at the end of their contracted hours.

Tips to reduce presenteeism

• Find out why people are behaving this way, either through focus groups or an anonymous survey, and find out about their concerns around taking time off ill, and blurred work / home boundaries.
• Look at your sickness absence policy. Will employees suffer significantly financially every time they take a day off sick?  Do you have a fair sickness absence review policy which is consistent, reasonable and supportive?  And if you make changes to your policy, ensure these changes are communicated. Create clear messaging that supports taking time off if it’s needed, so people can fully recover and then return to work.
• Consider what you could do to promote a healthy working environment that supports mental and physical wellbeing.  For example discounted gym membership, walking meetings, cycle to work schemes, wellbeing apps, mental health first aiders and training for all employees.
• If you use zero hours contracts, consider if this is a factor. Review your resourcing model to establish if you could reduce these and create more stability for your workforce.
• Improve manager / staff communication, so that managers are familiar with their employees and have positive working relationships. Employees may then feel the can share any health concerns with confidence, and managers will spot warning signs of any health or wellness issues.

If you’ve noticed your employees seem to be working when they are clearly unwell, and you want to find out why, or need support to change those habits, get in touch.