The Government is planning to roll-out a voluntary digital ID scheme in an attempt to prevent illegal working. This was originally proposed as mandatory, but due to criticisms, has rolled-back to making it voluntary. So while we wait to hear how that will impact employers’ responsibilities, here’s a rundown of the current legal requirements.

All UK employers are legally required to prevent illegal working by carrying out a right-to-work check before hiring someone. This ensures the individual is permitted to do the work offered under their immigration status.

The Home Office highlights that illegal work can lead to exploitation of workers, tax evasion and unsafe housing conditions. Employers therefore have a duty to adhere to the rules and ensure no-one is being exploited.

Non-compliance consequences

If you fail to carry out the correct checks and someone begins work illegally, you could face a civil penalty. The amount depends on:

• whether you carried out the checks in good faith
• whether you have breached the rules in the past 3 years
• whether you have breached since the scheme started

Penalties start from £45,000 per worker for a first breach and £60,000 per worker for repeat breaches. Mitigating factors may reduce the amount.

Note: Always check the current amounts on GOV.UK, as they may change.

What you must do

When hiring a new employee, you must complete a right-to-work check before their first contractual working day.
You can carry out the check by:

• manual document check face-to-face (or via video where permitted)
• using an identity service provider (IDSP) for British/Irish citizens
• using the Home Office online right-to-work check for non-British/non-Irish citizens.

For British and Irish citizens, you may do a manual check or use an IDSP.
For non-British/non-Irish citizens, you must use the online service to obtain a share code (or manual if online check is not possible).

If the employee has time-limited permission to work, you must carry out follow-up checks before that time limit expires.

How to conduct manual checks

If you use a manual document check, you must:

• ask the employee to present original documents based on the acceptable lists published by the Home Office (Section 7).
• check the documents in the employee’s presence (face-to-face or via permitted video call) and that they appear genuine and belong to the person.
• make clear copies of the documents and record clearly the date the check was done.
• verify the consistency of photograph, date of birth, name(s) and that the document is valid (not expired or cancelled) and genuine.

Note: Handle the copies in line with data protection laws (keeping them for up to 2 years after employment ends.

How to use the Home Office online check

For employees with immigration status checkable online, ask them to provide a share code and their date of birth. Use the service “Check a job applicant’s right to work: use their share code” on GOV.UK to verify.

The online check replaces the need for manual documents in that scenario and gives you a “statutory excuse” if done correctly.

Why this process matters

Conducting the correct check gives you a statutory excuse against a civil penalty — meaning if you’ve done the checks prescribed and the person still turns out to be illegal, you may avoid the penalty.

Failing to do so correctly means you risk substantial fines, disruption and reputational damage.

Quick checklist for small businesses

• Carry out the right-to-work check before the employee starts working
• Determine whether the applicant is British/Irish or needs an online check
• Use the correct method: manual or online as applicable
• Make and keep copies of documents (or online result) and record the date
• If the employee’s permission is time-limited, schedule a follow-up check
• Treat all applicants equally — you must not discriminate on the basis of nationality, race or any protected characteristic when carrying out checks

If you’d like help setting up an onboarding process to integrate right-to-work checks clearly and compliantly for your business, get in touch.

From 6 April 2026, new employment rights are expected to come into force under the Employment Rights Act 2025 (ERA 2025).

This article highlights two major changes — collective redundancy consultation protective awards and the creation of the Fair Work Agency — and explains what employers should be doing now to stay compliant.

Collective Consultation During Redundancy

Under the ERA 2025, the maximum protective award for failing to carry out proper collective consultation will increase from 90 days’ pay to 180 days’ pay per employee.

Although the consultation process itself is not changing, the financial penalties for getting it wrong will double.

Based on data from the Office for National Statistics (ONS), the average daily pay in the UK is £134.20. For employers planning more than 20 redundancies in 90 days, this could mean a potential risk of £480,000 or more, if statutory consultation rules are breached.

What employers should do:

• Plan carefullybefore starting any redundancy process. Ensure collective consultation meets all statutory requirements.
• Review your redundancy policyto check it is current and legally accurate.
• Train managerson correct redundancy procedures and the serious financial risks of non-compliance.

The Fair Work Agency (FWA)

The Fair Work Agency (FWA) is a proposed new single enforcement body that will bring together several existing regulators:

• The Employment Agency Standards Inspectorate
• The Gangmasters and Labour Abuse Authority
• HMRC’s National Living and Minimum Wage team

The aim of the FWA is to simplify enforcement and provide a single point of contact for both workers and employers.

Key proposed powers include:

• EnforcingStatutory Sick Pay (SSP) and certain aspects of holiday pay
• Supporting employersthat want to comply with the law
• Bringing tribunal claimson behalf of workers where necessary
• Providinglegal assistance to workers, with costs recoverable from employers found guilty
• Pursuing up tosix years of underpayments, including holiday pay and sick pay, and applying financial penaltieswhere appropriate

What employers should do:

• Audit employment practices, including payroll, contracts, and policies, to ensure legal compliance.
• Pay close attention to holiday pay, as this will be a new focus for enforcement.
• Keep accurate recordsof hours worked, pay, holiday, and contract terms.
• Ensure employment documentsare clear, consistent, and accessible to all employees and workers.

Preparing for Change

The ERA 2025 introduces significant reforms aimed at grow the economy, raise living standards and create opportunities for all. There is more to come, so employers should act now to update policies and prepare for compliance in these areas prior to April 2026

If you’d like help preparing for the changes, get in touch.

From 6 April 2026, several important workplace rights are expected to come into effect under the government’s Employment Rights Bill (ERB), now referred to as the Employment Rights Act 2025 (ERA 2025). These reforms will impact areas including paternity leave, unpaid parental leave, and whistleblowing protections.

Here is a summary of the upcoming changes and practical advice for UK employers to stay compliant with the new employment law requirements.

Paternity Leave Changes

Under the new legislation, statutory paternity leave (up to two weeks) will become a day-one right, removing the current 26-week continuous service requirement. This means all new employees who meet the remaining eligibility criteria will qualify for paternity leave.

To be eligible, employees must be one of the following:

• The father of the child
• The husband or partner of the mother (or adopter)
• The child’s adopter
• The intended parent in a surrogacy arrangement

Applicants must also:

• Be an employee (not an agency worker or self-employed contractor)
• Give correct notice (at least 15 weeks before the expected week of childbirth)

Note: The ERA 2025 is currently silent on whether the removal of the service requirement will also apply to Statutory Paternity Pay. Further clarification from the government is expected in due course.

The Department for Business and Trade (DBT) estimates that tens of thousands of fathers will become eligible for paternity leave under these changes.

Another important amendment will allow employees to take paternity leave after shared parental leave, which is currently not permitted under existing rules.

Unpaid Parental Leave Changes

Unpaid parental leave (up to 18 weeks) will also become a day-one right, removing the existing one-year qualifying period.

To qualify, employees must:

• Be named on the child’s birth or adoption certificate (or expect to have parental responsibility)
• Be an employee (not an agency worker or self-employed)
• Not be a foster parent, unless parental responsibility has been granted by the courts
• Have a child under 18 years old

According to the DBT, around 1.5 million people will gain eligibility for unpaid parental leave once the new law takes effect.

Whistleblowing and Sexual Harassment

The ERA 2025 will also expand whistleblowing protection to include disclosures related to sexual harassment in the workplace.

Currently, protected disclosures cover areas such as:

• Criminal offences (e.g. fraud)
• Health and safety risks
• Environmental damage
• Miscarriage of justice
• Legal breaches (e.g. lack of mandatory insurance)
• Concealment of wrongdoing

Personal grievances are not covered unless they are in the public interest.

This means that individuals who report sexual harassment at work will be protected from detriment or dismissal as a result of making a disclosure. This protection applies to employees, workers, agency staff, and trainees.

Statutory Sick pay

Changes to Statutory Sick Pay will come in to effect, please read our previous blog for more information about this change.

Action for Employers

To prepare for the 2026 changes, employers should:

• Review and update paternity leave, shared parental leave, unpaid parental leave, whistleblowing, and grievance policies
• Communicate policy updates clearly to all staff
• Brief and train managers to ensure consistent application of the new rules

In summary

The ERA 2025 introduces significant reforms aimed at grow the economy, raise living standards and create opportunities for all. There is more to come, so employers should act now to update policies and prepare for compliance in these areas prior to April 2026

If you’d like help preparing for the changes, get in touch.

As the year draws to a close, effective leaders understand that this is not the time to wind down — it’s the perfect moment to prepare for the year ahead with clarity, purpose, and momentum. By focusing on strategic planning across commercial, financial, and human resource areas, leaders can position their teams and organisations for a powerful start to the new year.

Review commercial performance and reframe goals

Year-end is the ideal time to assess your company’s commercial performance. What products or services performed well? Were any growth opportunities missed? Use these insights to set realistic and inspiring business goals. Update your sales and marketing strategies to align with evolving market demands, and re-engage key customer segments with fresh messaging and offers.

Refine financial strategies

Strong financial planning is the backbone of business success. Leaders should work closely with finance teams to review annual budgets, cash flow performance, and ROI across initiatives. Identify any financial inefficiencies and prepare a solid forecast for the upcoming year. Consider new investment opportunities or cost-saving measures that don’t compromise quality or culture.

Reconnect with your people

Employees are your greatest asset. Use this time to recognise achievements, celebrate wins, and thank your teams for their hard work. Honest year-end check-ins or employee surveys can provide valuable feedback and strengthen trust. Use these insights to shape workforce planning, training needs, and leadership development goals for the new year.

Set clear, purpose-driven objectives

Purpose-driven leadership inspires loyalty and direction. Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals that align with your vision and values. Communicate these goals clearly to your team and involve them in the planning process to build ownership and motivation.

Encourage rest and renewal

Finally, ensure your people — and you as a leader — take time to rest. A refreshed team is a productive team. Promote a healthy work-life balance during the holidays so everyone can return in the new year with energy and focus.

Conclusion

Leaders who end the year with reflection, planning, and appreciation create a strong foundation for the year ahead. With clear direction, financial awareness, commercial insight, and a people-first mindset, you’ll be ready to lead with purpose from day one.

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.

The UK Employment Rights Bill 2026 introduces major updates to Statutory Sick Pay (SSP) that every UK employer should start planning for now. Although the reforms take effect from 6 April 2026, businesses need time to prepare for higher absence costs and tighter Fair Work Agency enforcement. At the time of writing, SSP is £118.75 per week —and because it can rarely be reclaimed, it is a direct cost to employers.

What Will Change From 6 April 2026

The Statutory Sick Pay reforms include four headline changes:

• Day-one SSP entitlement– employees will qualify for SSP from the first day of sickness, ending the current three waiting days
• Lower Earnings Limit removed– around 1–1.3 million low-paid workers who earn below the current LEL will now qualify for SSP
• New SSP calculation rule– employees will be paid the lower of 80% of their average weekly earnings or the flat SSP rate. This gives low earners a payment closer to their normal wage, but caps costs at the statutory flat rate
• Fair Work Agency enforcement– the newly created agency will have powers to inspect, audit and enforce SSP compliance

What should employers do?

If your organisation only pays SSP for sickness absence, your staff costs will rise. For each employee, absence separated by more than eight weeks could increase costs by around £71.25 (based on current weekly SSP pay rate).

To protect profit margins:

• Model the financial impact now, using your current absence rates
• Review your sickness policy and staff handbook so references to absence thresholds and payments match the new rules
• If you provide enhanced sick pay, make sure your documentation clearly distinguishes the SSP element and that payroll records it correctly
• Communicate clearly with your payroll provider—check their software can:
  • start SSP from day one
  • pay 80% of average weekly earnings capped at the flat rate, and
  • include employees previously below the LEL

Strengthen Absence Management:

Many employers expect an increase in short-term sickness absence once day-one SSP starts. Employers should ensure that they implement their existing sickness absence review processes, or implement a new process to sit alongside their absence policy so they can proactively and effectively manage short-term absence.

Protect productivity by:

• Setting out a clear absence management policy
• Training managers to apply the policy consistently, and
• Keeping accurate records for potential Fair Work Agency inspections.

Key Takeaway

The Employment Rights Bill 2026 will transform Statutory Sick Pay.

Preparing early—by reviewing policies, updating payroll systems and training managers—will help UK employers stay compliant and control the impact of rising SSP costs.

If you’d like to talk to us about these changes and how best you can prepare for them, please 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.

*Updated 5th January 2026

The Employment Rights Bill (ERB) has completed the ‘ping-pong’ stage of Parliament, where the House of Lords and House of Commons debate and amend the Bill until agreement is reached. One of the most significant areas of reform involves Trade Union laws, which could have major implications for both unionised and non-unionised employers.

This blog outlines the key changes to Trade Union laws, when they’ll take effect, and what they mean for employers.

Changes from Royal Assent or shortly after

Repeal of the Strikes (Minimum Service Levels) Act 2023 – Effective from Royal Assent – 18th December 2025

The 2023 Act allowed employers in critical sectors (e.g., NHS, transport, education) to require minimum service levels during strikes. This will be fully repealed, removing the ability to issue work notices during industrial action –

Repeal of the Trade Union Act 2016 (majority of provisions) – Effective February 2026

The 2016 Act introduced strict rules on strikes and union operations. The ERB will repeal most of these, including:

• Strike ballot thresholds:
  • 50% turnout requirement scrapped
  • 40% ‘yes’ vote rule for key public services removed
• Strike action notice periods:
  • Notice reduced from 14 to 10 days
• Ballot mandate period:
  • Extended from 6 to 12 months (no extensions by agreement)
• Picketing rules:
  • No longer a requirement to appoint or identify a picket supervisor
• Check-off restrictions (union fee deductions):
  • Public sector employers can no longer charge unions or require alternative payment options
• Political fund ballots:
  • Trade unions will no longer need to hold a ballot every 10 years to maintain a political fund
• Simple majority
  • Removal of the 40% support threshold in ballots – only a simple majority

Stronger protection from dismissal during industrial action – Effective February 2026

Currently, protection from unfair dismissal applies for the first 12 weeks of lawful industrial action. Under the ERB:

• Full protection will apply for the entire period of industrial action

Changes effective from April 2026

Easier union recognition

Key reforms include:

• Simplified recognition process:
  • Removal of the requirement to show likely majority support at application stage
• Lowered threshold for application to the Central Arbitration Committee (CAC):
  • Current 10% threshold may be reduced to as low as 2%, subject to consultation in Autumn 2025

Introduction of electronic balloting

Trade unions will be allowed to hold ballots electronically, modernising the process and improving accessibility.

Changes effective from October 2026

Workers must be informed of union rights

• Employers must inform new employees in writing of their right to join a trade union, and this must be provided on or before their first working day, with their contract or written particulars
• Regulations will define the content and timing of this notice (consultation expected in Autumn 2025)

New right of union access to workplaces

• When a union recognition application is underway, unions will gain the legal right to access the workplace to reach workers
• This access framework will be overseen by the CAC
• Details will be set out in future regulations

New rights for union representatives

• Equality representatives (a newly recognised role) will gain the right to:
  • Time off for duties
  • Access to workplace facilities
  • They must complete specified training to qualify
• All union reps will have a strengthened right to access reasonable facilities for their duties
• Ministers will no longer be able to require public sector employers to report union rep time off

Extended protection against detriment

• Workers will gain a new right not to suffer detriment (e.g., disciplinary action or unfair treatment) for:
  • Participating in protected industrial action
  • Being deterred from taking part in such action
  • Exceptions (e.g., non-payment during strikes) will be clarified in upcoming regulations

Changes coming in 2027

Crackdown on blacklisting (or blocklisting)

• The Bill strengthens existing laws to prevent blacklisting of individuals involved in trade union activity; this builds on the Employment Relations Act 1999 (Blacklists) Regulations 2010, which already make such practices illegal
• A new industrial relations framework, to help employers and trade unions work together

What should employers do?

• Review union policies and procedures in light of upcoming changes
• Look out for the detailed regulations expected in Autumn 2025
• Prepare to adjust onboarding processes to include new union rights disclosures
• Stay up to date with CAC procedures and union access obligations

If you need help understanding how this part of the Employment Rights Bill could impact your organisation get in touch.

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.