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What can employers do to support employees who are observing Ramadan?

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During the month of Ramadan, which in 2023 is expected to last from 22 March to 21 April, many Muslims will fast each day between sunrise and sunset, and perform additional prayers and other religious duties. Employers should be aware of the potential effects on employees of not eating or drinking during the day, combined with a change to sleep patterns, and should consider taking steps to support them.

Employers should not assume that all Muslim employees will be observing Ramadan in the same way, or that those who are fasting will want the employer to make special arrangements for them. Employers could encourage all employees to discuss with them any impact that they think fasting could have on their work, and any measures that could be helpful.

Where employees are working at home while observing Ramadan, there may be greater scope for flexibility in terms of their working hours. However, there could also be potential issues relating to employees‘ wellbeing, such as working for long periods without interruption. Employers should encourage all employees working at home to take regular breaks, but this may be particularly beneficial for employees who are fasting.

Depending on the nature of the work, steps that employers could consider to support employees who are observing Ramadan include:

  • arranging shifts to accommodate employees‘ preferences where possible, for example so that an employee can finish work in time to break the fast at sunset;
  • accommodating requests for annual leave;
  • making colleagues aware that it is Ramadan and encouraging them to be supportive of their fasting colleagues, in particular by not offering them food or drink (where employees are still in the workplace);
  • enabling employees to arrange their working days to allow for lower energy and concentration levels in the afternoon, for example by scheduling important meetings or work involving operating machinery in the morning, and tasks that are less physically or mentally demanding later in the day; and
  • allowing flexible working, for example an earlier start time, a short lunch break or extra breaks for prayer.

Not all employers will be able to accommodate requests for flexibility in working hours or for annual leave, for example due to staffing issues. Employers are not obliged to agree to such requests from employees observing Ramadan, provided that they can objectively justify any refusal.

Need some advice?  Optimal HR provide expert HR advice to employers of all sizes.  Give us a call on 0330 0881857 or email enquiries@optimal-hr.co.uk

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Does My Business Need A Social Media Policy?

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Social Media, we can’t live with it and often can’t live without it!!

Matthew Brain, our In-house Employment Solicitor shares his experience on how social media can be managed successfully in any business.

If managed appropriately, social media can be a highly effective marketing tool for a business, promoting it`s brand, as well as it`s expertise and reputation.

However, if not managed appropriately, it can cause internal (and possibly external) communication issues between line-managers and employees. It could also potentially put off prospective candidates.

As the use of social media grows, especially in the post-pandemic era, having a well-drafted workplace social media policy in place can help protect a business’ confidential information as well as its public reputation and perception. The policy should provide clarification to employees as to what is and what is not expected of them when they use social media, both on behalf of their employer and when acting in a personal capacity.

The policy should specify what type of conduct is prohibited, and must emphasise that any confidential or sensitive material relating to the employer must not be disclosed in social media posts. It must make clear to staff the importance of promoting the business’s best interests and protecting its reputation.

It should also enable employees to feel protected against being bullied via social media, and within the policy it is essential to outline the investigatory and disciplinary procedures if the policy is breached in any way, whether that is suspected to have taken place on the employees’ private or work-related social media.

The employer should consider imposing an obligation on employees to have a disclaimer on their personal social media profiles such as “The opinions share on this account are my own and are not the views of my employer”.

If you need any assistance in addressing the above issues in your business then give us a call on 0330 0881857. We are more than happy to help.

Please also check out our website www.optimaloutsourcing.co.uk/hr/project-support/ for more information on how we can support your business.

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How To Manage Neurodiversity in the Workplace

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In this week’s blog, Matthew Brain, our in-house Employment Solicitor discusses Neurodiversity and what responsibilities employers have to employees who identify as Neurodivergent.

Neurodiversity refers to the various ways in which the brain receives, interprets and processes information and/or situations in different ways. Those who identify as neurodivergent may have conditions such as Autism Spectrum Disorder, ADHD, Dyslexia, Dyspraxia, Tourette`s Syndrome and various mental health conditions e.g. bipolar and OCD.

Despite neurodiverse individuals often having valuable and beneficial skills to offer in the workplace (for example, they typically display high attention to detail, passion, and creativity, and have excellent memories) they often find it difficult to find and retain a job, achieve promotion and career development, and are prone to being bullied and harassed at work.

Employers should be aware that a neurodiverse employee is likely to be regarded as “disabled” under the Equality Act 2010, and therefore protected against unlawful discrimination, harassment, and/or victimisation on the basis of their condition.

The law also places an onus on employers to proactively explore and implement reasonable adjustments for that individual where their condition puts them at a substantial disadvantage at work.

Employment Tribunal statistics reveal a significant upward trend in claims against employers from neurodivergent employees due to the failure to comply with applicable legal obligations.

Prudent employers will therefore adopt inclusive workplace policies and consider reasonable adjustments in every case of neurodivergence to not only demonstrate commitment to having a diverse, inclusive, and supported workforce, but also to minimise the risk of legal claims if a protected employee`s legal rights are infringed.

Employers should bear in mind that those who are neurodivergent can experience issues even at the recruitment stage and consider making appropriate adjustments. For example, keeping the wording and structure of advertisements simple, giving advance notice of any exercises an applicant may need to complete as part of the interview process, and adjusting tests and the physical environment in which interviews take place to make them accessible, and allow breaks where appropriate.

When employed, employers should encourage open communication with employees that may feel they are neurodivergent and are struggling in work as a result, and actively listen to any concerns that are raised. Internal policies should encourage employees to disclose to their line manager or HR if they are experiencing issues at work because of any such condition and direct them to appropriate internal resources and any designated people within the business for support. Employers should be mindful of the language used in policies and avoid any terms that may be viewed as disparaging and/or not suitable in the context of equality, diversity, and inclusion.

In order to effectively deal with these issues, employers should provide line-managers with adequate training on difficulties neurodivergent employees may face at work and how to identify and best support neurodiversity.

If you need any assistance in addressing the above issues in your business then give us a call on 0330 0881857. We are more than happy to help.  Please also check out our website www.optimaloutsourcing.co.uk/hr/project-support/ for more information on how we can support your business.

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I have just received an employment tribunal claim, what should I do?

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Melanie Stead, Managing Director of Optimal HR Services
17th August 2022

If you have just been served with an employment tribunal claim, don’t panic. There are a few things you need to do in order to prepare for your case.

First, you need to seek legal advice from an Employment Solicitor. Make sure you need to read through the claim carefully and make sure that you understand it. If there are any parts that you are unsure of, make sure to ask your solicitor for clarification.

Next, you need to start gathering evidence that will support your defense. This may include documents such as performance reviews, emails, or text messages. If you have any witnesses who can attest to your character or the events in question, make sure to get their contact information as well.

Finally, start preparing your arguments. Work with your solicitor to come up with a strong defense that will give you the best chance of winning your case.

If you follow these steps, you will be in a good position to defend yourself against an employment tribunal claim.

Our in-house solicitor Matthew has over 30 years of experience in managing employment tribunal claims and can provide you with the advice and support you need through your claim. Give us a call on 0330 0881857 or email Matthew@Optimal-hr.co.uk and we will arrange a time to call you to discuss how we can help.

You can find out more about our legal services on our website.

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How to Manage Performance in Your Business: Tips and Strategies

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Mel Stead, Managing Director of Optimal HR Services
15th August 2022

When it comes to business, performance is key. If your business isn’t running as efficiently as possible, you’re going to find yourself struggling to keep up with the competition. In this blog, we will discuss some tips and strategies for managing performance in your business. We’ll cover everything from goal setting to data analysis, and everything in between! So if you’re looking for ways to improve your business efficiency, read on!

One of the first things you need to do when it comes to managing performance in your business is to set goals. Without goals, you won’t be able to measure your progress or determine whether or not you’re on track. So take some time to sit down and figure out what it is that you want to achieve. The goals all need to be SMART (Specific, Measurable, Achievable, Realistic, Time-Bound) as this will ensure that your team member understands exactly what they need to do to achieve the objective and exactly what is expected of them. Once you have your goals set, you can start to develop a plan for how to achieve them. Does the team member need training, peer support, a specific tool or system to use, or do they already have the skills and competence to achieve this already?

Next, you need to start tracking your data. This data can include everything from sales figures to customer satisfaction rates. By tracking this data, you’ll be able to see where your business is performing well and where there are areas that need improvement. Once you have this data, you can start to implement strategies to improve those areas.

Finally, you need to communicate with your team. Performance management isn’t something that you can do on your own – it takes a team effort! Make sure that everyone in your company is aware of your performance goals and is working towards them. This involves engaging with your team to explain the performance management framework, what’s expected of them, how you will support them, and what happens if performance isn’t achieved. Managers should meet regularly (monthly is recommended), and you should discuss performance against goals, providing advice and guidance when needed to support the employee to fulfil the goals. By communicating and working together, you’ll be able to achieve anything you set your mind to!

Frameworks don’t have to be labour intensive, performance management can be as simple as it needs to be.

So there you have it – some tips and strategies for managing performance in your business. By following these tips, you’ll be well on your way to making your business more efficient and successful. So what are you waiting for? Get started today!

If you need any assistance in implementing a performance management framework in your business then give us a call on 0330 0881857. We are more than happy to help.

Please also check out our website www.optimaloutsourcing.co.uk/hr/project-support/ for more information on how we can support your business.

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Top 10 HR Challenges for Small Businesses And How To Deal With Them

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Along with cash flow, generating new business and marketing, we know that HR can present a raft of challenges for small business owners. Mel Stead, Managing Director of Optimal HR has been working in HR for 30 years in a wide range of sectors and has put together the top 10 HR challenges for small businesses and what you can do to overcome them.

1. Lack of time or experience to deal with staff issues or put effective contracts and policies in place

This is the number one issue; Business owners don’t have enough time deal with staff issues and brush it under the carpet, hoping things will resolve themselves.  This could mean you are exposing yourself to potential employment issues.

Ask for expert help if necessary to ensure you are compliant with employment law and you avoid any unnecessary problems with staff.

2. Meeting employment law regulations with handbooks, contracts, policies and procedures and job descriptions

These can become out of date very quickly and pulling one from the internet won’t meet your business needs. These are all legally binding documents, so they must be relevant, current and useful in order to add value to the business.

3. Line managers assuming role of the HR with limited HR knowledge and training

This means ‘doubling up’ job roles to cover off HR or promoting people who are technically good in their role but have no line management experience. If your business is growing and you have no qualified HR professional in the company, then you should consider appointing one or outsourcing to a consultancy. As your employee numbers grow, you won’t be able to cover off HR in other roles and you will need proper support.

4. Owners/Management not acknowledging the need of HR

Often leaving these tasks to other members of the team thinking its not an essential part of the business. With legislation being so tight on employment law leaving HR to an untrained team member is a high-risk strategy and could be costly. The cost of using an outsourced HR provider to help you is nothing to losing a tribunal claim!

5. Long term sickness

Knowing how to deal with this and the legal standpoint. Sickness costs the company money and causes delays in efficiencies. Companies often leave employees when they are off sick – out of sight out of mind or they just don’t know what to do  – this is the wrong strategy, and the issue needs to be dealt with in a timely fashion in line with best practice and sympathetically.

6. Performance management and personal development

It can be hard to understand how and when to measure performance and develop staff. Start off by creating personal development plans, in consultation with your team members. Set objectives, goals and a realistic timescale.

7. Training and retention

To keep the best people, you need to provide the right support and training. Often staff are left to identify training courses themselves and sort their own development out, with resistance from the employer. Training should form part of the personal development plan which is set out for each member of staff.

8. Recruitment

Finding the time and mechanisms to vet candidates and attract the right people. If you recruit through agencies you are facing cost implications, but if you recruit in-house you will have to set aside your time to vet applications. Employee referral schemes work well, where they can recommend suitable candidates in exchange for a reward, or outsource to a specialist HR consultancy who will also manage the interview process with you.

9. Reward and recognition of staff

Understanding best practice initiatives. Making a bonus or incentive scheme which is relevant, achievable, accessible and motivational.

10. Resolving conflict

Where do you start? What happens if you get this wrong? It is important to resolve conflict as soon as it arises to prevent the issue worsening and impacting the business brand, reputation or financially.   If conflict arises and its now your skill, it is essential to seek professional advice immediately

In need of some HR advice? Wherever you are in the UK, you can arrange a chat with one of our friendly professional HR advisors at any time.

Call us on 0330 0881857 or email enquiries@optimal-hr.co.uk

We’re also on Facebook, Twitter, Instagram and LinkedIn!

 

Hospitality: where did all my workers go – and what can I do about it?

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What a rough old time it’s been for hospitality in the UK. Unarguably, the sector that’s been hit the hardest by the coronavirus pandemic, with restrictions making it either impossible or extremely difficult to trade at times. And while it appears we’re currently out of the woods, hospitality managers would say we’re a far cry from where we were before March 2020 when the bells rang and the doors closed to commence lockdown v1.

Since then, many pubs and restaurants have failed in full to recover while others are all but ‘surviving’, dipping in and out of lockdowns and opening any time they’re permitted just to keep the lights on. It’s been far from plain sailing for some and a complete catastrophe for others.

And then, just when we start to think we’re on the better side of things again, with restrictions lifting this year and almost a feeling of ‘normal’ returning, the sector faces its latest crisis. A shortage of staff.

What is happening to hospitality?

One thing the pandemic has done for many people across all walks of life is causing them to rethink. It’s by no means limited to hospitality, with other sectors also reporting a shortage in people currently applying for roles. However, it seems hospitality is again the one being smashed sideways with masses of jobs available and yet no one queueing up to fill them.

People who have exited hospitality during the pandemic and taken on a new role might well feel nervous about switching back to their old one for fear of another lockdown.  It is an understandable worry – one nobody can bring reassurance – and it will no doubt continue to cause caution among many.

So, what’s going on?

Repositioning the sector

The trouble with hospitality is its image. At least, that’s what many experts in the sector are now claiming, with people heading into hospitality roles doing so with a temporary fix in mind rather than a long-term career.

It’s a fair point when many roles are snapped up by students or young people on a part-time basis. Even the die-hards who work several shifts per week often see their job as ‘a means to an end’ as opposed to a permanent one.

It’s a situation some in the industry are ready to tackle head-on. Mark McCulloch, CEO of Hospitality Marketing Agency, Supersonic, and David MacDowall, COO of Brewdog, have launched a campaign to attract people back into hospitality roles and quickly. By targeting young people looking for their first job, and others already working who have transferable skills or are looking to retrain, they hope to bridge the people gap and help pubs and restaurants support the demands of their customers.

Making the sector hospitable

It’s no secret the sector has had a bad wrap over the years. The hours can be anything but hospitable – not to mention the pay rates – and it seems claims are circulating once again about the poor working conditions.

It’s fair enough when some are being asked to work back to back double-shifts, as recent murmurs in the press have suggested. No wonder workers feel exhausted and robbed of their social lives (and all this while they’re typically so young). Others commenting have highlighted a ‘stay out all night’ mentality where they feel pressure to hang around and socialize with workmates after their shift ends, often well into the night.

It’s all about the work/life balance these days, a point that many restaurants and bars find a challenge due to their operating hours and the impact this has on their staff. Finding a midpoint here could be crucial in tempting people back behind the bar again, limiting the hours spent working each week so they remain manageable and sharing the twilight shifts fairly across the team.

Furlough

The introduction of the furlough scheme back in March 2020 brought some welcome financial support for the hospitality sector.  As it now tries to reopen its doors and managers ask employees to return to work, many staff are requesting to remain on furlough. One reason is that staff are worried about being forced into isolating when team members or customers test positive, potentially impacting themselves and their family members.  In addition, some staff are nervous about the chance of the hospitality sector closing again and feel reluctant to move away from a role taken while on furlough.

While it is up to the employer to decide when an employee should return, pressure from their staff to remain on furlough is not ideal and creates further problems for business owners. Do they push for good workers to return and risk losing them altogether, or do they agree to their extended absence?

Flexibility and wellbeing 

Another growth area in our lives – even more so thanks to the pandemic – is wellbeing. People are looking for an employer who sympathises with today’s many life demands and if businesses in the hospitality sector are unable to show their mindful side it’s unlikely they’ll find candidates to fill their vacancies.

It’s where away days, team night’s out and birthday bonuses come into play. Even offering wellbeing benefits such as gym memberships or access to a massage can help.  Increasing holiday entitlement can also incentivise staff as it assures them of more quality time with their families. Anything that says ‘we care’ will go a long way towards showing staff you have their interests at heart.

In need of some HR advice? Wherever you are in the UK, you can arrange a chat with one of our friendly professional HR advisors at any time.

Call us on 0330 0881857 or email enquiries@optimal-hr.co.uk

We’re also on Facebook, Twitter, Instagram and LinkedIn!

 

Hospitality Sector Must Remember Their Legal Obligations Following 2020 Employment Ruling

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A nation rejoiced this month as tens of thousands of pubs, bars and restaurants reopened their doors to serve patrons old and new in outdoor settings UK-wide. From May 17th we will see the majority of the industry opened up and getting back to trading.

Of course, it’s not just those of us who’ve missed frequenting our ‘local’ or favourite eatery cracking open a bottle or two in celebration. No one is more pleased than the countless business owners forced to cease trading on January 5 when the most recent lockdown came into force, and that’s on top of the many months they’d had to shut up shop during the previous year.

Unfortunately, with so many business closures – temporary and permanent – across the hospitality sector, many people have found themselves unemployed as a result. While some have since found alternative jobs in other industries, likely there are plenty champing at the bit to return to the work they know and love this week. And hospitality business owners can’t wait to have them back, on hand to serve a nation that is extremely hungry and thirsty if the number of bookings to leading apps such as TheFork are anything to go by.

It begs the question, is the hospitality industry ready to return to work? While business owners have had several months to prepare for the grand reopening, this doesn’t guarantee they have all of their paperwork in order ready for the latest influx in workers. And with a legal ruling now in play to ensure all employees have the same rights to written terms regardless of any contract, their role type or sector, it’s imperative managers are up to speed on workers’ rights and the hiring process.

What is the right to written terms?

Passed into law on 6th April 2020, the Written Statement of Employment Particulars ensures every person employed in the UK has a document to outline their key particulars such as hours of work and pay rate.  This was done to make sure employees are treated fairly, even those with no formal employment contract in place.

Since the hospitality sector has a high percentage of workers deemed as casual –  that being, with no formal contract in place – anyone working in HR or tasked with hiring needs to become familiar with the legislation that has been in effect now for the past year.

While not the same as an employment contract, some of the information within a contract may also be found within a written terms document.

What information is included in a written terms document?

There are several key components to a written terms document, including:

  • Name and address of the employee as well as their job title, place of work (including an address), their key responsibilities and start date
  • Number of hours the employee is expected to work and how often
  • The period of notice required by the employee and for fixed-term contracts, clear details of the contract start and end dates
  • Pay and entitlements such as the number of days’ holiday permitted and rate of holiday pay, number of sick days and sickness pay, and any other entitlements such as childcare vouchers, a company pension or car allowance

What other documents are mandatory with a new hire?

Also deemed as best practice, directing new hires toward any policies or rules on how a company operates and what is expected of them as an employee – such as a code of conduct – or training manuals necessary to perform their role.

This is provided to an employee on or before their first day of work. Anyone who began their job before the legislation being introduced last April, and want to receive written terms, can request this be provided by their employer (who is obliged to do so within 1 month of receiving the request).

Written terms can also be requested in retrospect of leaving employment, so long as an employee asks for this document within three months of their leaving the role.

Remember that this legislation applies to all industry sectors and not just hospitality.

In need of some HR advice or need some help with Written Terms? Wherever you are in the UK, you can arrange a chat with one of our friendly professional HR advisors at any time. You can also see more of what we do on our website HR Support

Call us on 030 0881857 or email enquiries@optimal-hr.co.uk

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Teachers reject proposal to extend classroom hours and reduce holidays

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In March 2020, the pandemic forced children away from their classrooms and into a home education programme nobody was prepared for – pupils, parents or teachers. Since then, young people in secondary and primary education have endured ongoing disruption thanks to national and localised lockdowns, in-school Covid-19 outbreaks diminishing year group bubbles and periods in self-isolation from catching or coming into close contact with the virus.

This absence has led to a lack of education provided to students of all ages and a further widening of a gap already in play within the UK system where many are already at a disadvantage. It’s no wonder, then, the Government has been left contemplating how it might deliver parts of a curriculum many of our country’s young people are still to receive, recently proposing a catch-up system including longer school days and shorter holiday breaks as an effective means to retrieve lost learning time.

While it’s something parents might feel worthwhile, the proposition went out to teachers last month to have their say. One of the sector’s largest unions, the National Education Union (NEU), ran a survey during March asking for feedback from some 10,000 members on and the results gave an extremely clear picture of their feelings towards the notion with 98% saying they disagreed on taking this course of action.

Asides from an almost unanimous rejection to increase the hours per school day and reduce those across the school holidays were other key insights as to how teachers are feeling towards the education system, as follows:

  • On delivering the standard curriculum, 82% felt more flexibility was required to deliver learning missed during lockdowns.
  • 68% said more opportunities for sport and exercise were necessary while 66% suggested an increase to practical learning.
  • On the topic of mental health and wellbeing, 80% felt the Government should increase its focus to support students with 68% saying more should be tackle child poverty.
  • Regarding technology, teachers felt positive towards its use in education during periods of lockdown and 57% appreciated its use to facilitate online parents’ evenings.

With £1.7bn spent on supporting the schools most in need after the pandemic, the Government stated that it will continue working with schools and parents to achieve the best outcomes.  The NEU insists this can only come through their listening to the views provided in its survey and responding accordingly to those who have been on the frontline of education throughout the pandemic, both face-to-face and online.

In need of some HR advice? Wherever you are in the UK, you can arrange a chat with one of our friendly professional HR advisors at any time.

Call us on 0330 0881857 or email enquiries@optimal-hr.co.uk

We’re also on Facebook, Twitter, Instagram and Linked In!

 

Managing Mental Health in the Workplace

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On March 22, the UK reflected on a year living with the coronavirus.

Back in 2020, as the virus spread rapidly across Europe and the UK Government announced our first national lockdown, it’s unlikely any of us thought we would continue to undergo the strict regime that followed. The effects of Covid-19 have been devastating with individuals and families having to cope with death, long-term illness caused by the virus and temporary or permanent work losses. It’s not surprising to learn how the figures for people suffering from mental health issues during this time have dramatically increased.

When we were first asked a year ago to ‘stay home, protect the NHS and save lives’, including working from home wherever possible, many people were thankful for the respite from the daily grind of prepping for work, the hectic morning regime, strict time-keeping and a lengthy and costly commute to the office. Virtual meetings soon replaced physical ones in the diary and everyone learned to live with having to perform their role remotely. Now, while some seemingly took to this new life like a duck to water, for others it has been nothing shy of a slog from day one. And for all who did kick things off last March feeling OK, how are these individuals feeling a year later and how are you managing mental health in the workplace?

A recent survey from the Office for National Statistics found the number of adults feeling anxious or depressed has doubled since February 2020, before the pandemic began. It’s an astonishing figure and certainly, an issue the government, health bodies and UK businesses must tackle head-on to provide the support much of the adult population currently needs. Perhaps even more worrying is that this figure is likely much higher than reported, with many suffering in silence either because they don’t understand in full what the term mental health represents or they assume it applies to others and not themselves. After all, their feelings might be a little different to usual but they’re nothing to be concerned about or worth mentioning to anyone else.

Employers and HR specialists play a crucial role in supporting their teams through all manner of circumstances, especially so when mental health and wellbeing come into focus. Here are a few pointers

Raising Mental Health awareness

Not everyone understands what we mean by mental health, or if they do, think it applies to others and not them because they feel OK or, what they consider to be ‘normal’. By raising awareness of the topic, you’re at the very least making a once-over taboo subject much easier for people within your workplace to discuss openly, allowing them to understand in full what is meant by the term and encouraging them to consider their feelings as well as those of their colleagues. While an individual is feeling OK, they could have noticed a difference in the behaviour of a colleague, and knowing how to recognise the signs of anxiety or depression allows others to help.

Gain advice and support from experts

If you have limited time or in-house resources to upskill your staff on mental health, an external provider can help you. There are lots of organisations that offer training on mental health either to managers or your entire workforce. Here at Optimal we provide well-being reviews for which helps employers to gain a better understanding of how their employees are feeling and by providing it through a third party organisation like ourselves, it often enables employees to say much more than they maybe would if it was being undertaken by an internal team.  Organisations such as Unmasked Mental Health & Well-Being Ltd provides excellent face-to-face or virtual training to organisations across the UK and their charitable organisation Unmasked Mental Health has a fantastic, easily accessible and affordable counselling support service amongst other things, for individuals suffering from mental health issues.

Check-in frequently with your team

Unless you’re working in one of the emergency services, or a sector which has become busier than ever during the pandemic – food manufacturing, pharma, logistics, care, education – it’s likely your staff has spent much if not all of the past twelve months working from home. While some will have revelled in the experience, many have found it tough to manage without their peers on tap each day for support. As a people manager, it is up to you to ensure your workforce has lots of opportunities to check-in and chat – as a group, as well as individually – to ask how they’re going and offer your support., if you do find an individual is struggling to cope, make provision for them to attend work physically if they can.

In need of some HR advice? Wherever you are in the UK, you can arrange a chat with one of our friendly professional HR advisors at any time.

Call us on 0330 0881857 or email enquiries@optimal-hr.co.uk

We’re also on Facebook, Twitter, Instagram and Linked In!

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