Colborn’s Corner: Watch your weight!
Employers should provide weight management facilities for staff but shouldn’t pressure employees to attend or actively intervene in personal health decisions, argues Quentin Colborn. He questions how far workplace responsibility should extend regarding individual wellbeing matters.
HR software: Can the pick ‘n’ mix approach work?
HR managers often struggle with fragmented software systems across their organizations. This article examines whether a piecemeal approach to HR software can work effectively, or if integrated solutions better support strategic HR management and organizational alignment.
A week in HR: News round-up and commentary
This week’s HR news covers the persistent gender pay gap, Norfolk police’s strict appearance codes, schools’ lack of workplace preparation for students, and weakening recruitment as employers adopt a cautious hiring approach ahead of the upcoming CIPD annual conference in Harrogate.
Invest in your employee relations culture now
Strengthen your employee relations culture to reduce grievances, absenteeism, and tribunal claims while building employee commitment during economic uncertainty. Organizations with healthy ER environments see higher engagement and better change management outcomes.
Ask the expert: Employee complaints
HR should communicate investigation findings to both parties individually, provide copies of statements and evidence, and allow them to comment before making a final decision. If both employees are equally at fault, confirm this in writing and offer appeal rights, then facilitate resolution discussions to help them work together going forward.
HR: Creating a credible function
HR leaders struggle with building credibility for their entire function, despite individual HR professionals often being valued. Jan Hills explores why this disconnect exists and provides practical strategies for HR teams to demonstrate their contribution to business goals through better communication and collective accountability.
Crunch time: Retaining staff through motivation
During economic downturns, retaining staff requires more than competitive salaries. Research shows career development, recognition, and job satisfaction are stronger motivators for employees to stay, particularly among younger workers.
Is your organisation secure?
HR plays a crucial role in securing organizations by hiring top information security staff and embedding security procedures into recruitment practices. A survey revealed most organizations exclude HR from security personnel hiring decisions, missing opportunities to strengthen information protection and mitigate business risks.
HR tip: Retiring an elderly employee at 70
Retiring an employee at or beyond normal retirement age requires six months’ notice and consideration of extension requests. Notice periods must follow contract terms or years of service, whichever is greater, regardless of age.
Keeping the seat warm
Senior employees increasingly seek sabbaticals and career breaks to prevent burnout and pursue personal growth. While some UK employers hesitate, forward-thinking companies are implementing clear policies that balance employee freedom with business continuity, provided eligibility criteria are carefully designed to avoid discrimination.
Legislation update: Compromise agreements
Employers negotiating compromise agreements must be careful about establishing the effective date of termination, as a recent court case shows. When compromise agreement negotiations break down, the EDT may not be the date initially discussed, potentially affecting employees’ time limits for bringing unfair dismissal claims.
Trigger happy: Employment legislation October 2008
October 2008 brings several key employment law changes, including increases to the national minimum wage (£5.73 for those 22+), amendments to maternity and parental leave regulations, and updates to employers’ liability insurance requirements. HR departments must review pay levels and policies to ensure compliance.
A week in HR: News round-up and commentary
Stay updated on HR news with our latest commentary covering age discrimination cases, pension scheme changes, job security concerns, and flexible working legal issues affecting workers across the UK.
Ask the expert: Company property
When an ex-employee refuses to return company property like laptops and phones, employers can pursue several options: leverage outstanding payments, report the property as stolen to police, or take legal action for “delivery up” or breach of contract.
Diversity: It’s not just about avoiding discrimination
Beyond legal compliance, workforce diversity drives innovation, strengthens employer brand, and expands market reach. Organizations that actively recruit underrepresented groups—including migrant workers—gain competitive advantages while addressing skills shortages and economic growth.
Payroll giving: Charity begins at work
Payroll giving allows employees to donate to charity tax-efficiently through salary deductions, benefiting businesses through improved company image and employee relations. Despite rising popularity, only 2% of UK employees participate, largely due to lack of awareness about the scheme’s benefits for employers, staff, and charities.
How to survive a recession
Learn key strategies to survive a recession, including cutting non-essential expenses, maintaining workforce transparency, and preserving valuable employee knowledge. Expert guidance helps businesses navigate economic downturns and emerge stronger.
HR tip: Custom and practice – starting time being changed
When a workplace practice becomes habitual over a reasonable period with management’s knowledge, it gains legal status as “custom and practice” and becomes part of the employment contract. Employers cannot unilaterally remove such practices without employee agreement or proper negotiation, even if original contracts specify different terms.
Striking the right balance for performance management
Performance management involves using structured methods like objective-setting and appraisals to align individual work with business needs. Line managers bear primary responsibility, supported by HR and senior leadership, and must provide clear expectations, ongoing support, and regular monitoring to help employees succeed while addressing underperformance through difficult conversations.
Ethical Q&A: Compassionate leave
Compassionate leave policies should balance employee wellbeing with business needs. When implementing such policies, consider whether leave is paid or unpaid, agree on specific time allocations, maintain open communication about employee circumstances, and explore support services that may help during difficult personal situations.
