Leaders must take an interest in their people
Effective leaders must understand what truly motivates their people rather than assuming everyone shares their ambitions. By recognizing diverse sources of meaning—from patient care to personal growth to job security—leaders can engage broader parts of their organization and inspire genuine commitment.
Compassion – great at work, but for whom?
Compassion in healthcare and social care improves patient outcomes and job satisfaction, but can lead to compassion fatigue among professionals. Research shows that while compassionate care benefits both service users and caregivers, practitioners must prioritize self-compassion to prevent burnout and maintain wellbeing.
Employee perspectives: “I’m quietly hoping for a revolution.”
An NHS nurse and trade union representative shares concerns about inadequate organizational support, staffing shortages, and low pay in the healthcare sector, calling for greater investment in employee wellbeing and education.
How leaders are silencing their people
Most leaders underestimate how difficult it is for employees to speak up, causing organizations to miss critical intelligence about problems, inefficiency, and misconduct. Research shows that power dynamics prevent workers from sharing vital information, even when facing serious organizational risks like scandals or unethical practices.
Speaking truth to power: the empowering culture
Ashridge Executive Education research reveals how organizational cultures shaped by leaders’ dialogue practices influence whether employees feel safe speaking truth to power. The study identifies four culture types—directive, adjudicated, empowering, and dialogic—each with distinct challenges for fostering honest communication and employee voice.
Speaking truth to power: the dialogic culture
Ashridge Executive Education research identifies four organizational cultures that influence whether employees speak truth to power, with the dialogic or “starlings” culture characterized by limited hierarchy, collaborative decision-making, and open dialogue—though leaders must prevent it from becoming an ineffective talking shop.
Employment tribunal fees unlawful, says Supreme Court
The UK Supreme Court has ruled that employment tribunal fees are unlawful, citing constitutional rights to access justice. The £390 fees introduced in 2013 caused a 79% drop in cases filed. The government will refund £32 million in previously paid fees and stop charging immediately.
How to navigate toxic behaviours during conflict
Learn to identify and respond to toxic behaviors during workplace conflict. Research on interpersonal dynamics reveals that labeling emotional behaviors and recognizing destructive patterns helps you stay calm and find productive resolutions when colleagues become aggressive or defensive.
Greatest extension of workers’ rights or a great big headache for SMEs?
Theresa May’s employment law announcement expands workers’ rights including gig economy protections, unpaid care sabbaticals, and mental health discrimination coverage. While presenting some challenges for SMEs around unpaid leave and sabbaticals, businesses gain certainty from retained EU employment standards and predictable National Living Wage increases through 2022.
The sharing block: how restricting employees from sharing ideas is holding back business
Restrictive communication practices and formal-only idea-sharing channels are disconnecting employees from leadership and stifling innovation. Research reveals UK businesses rely too heavily on one-way broadcasts while limiting when and how workers can contribute ideas, harming motivation and job satisfaction.
Is your dress code fit for 2017?
Dress codes are facing legal scrutiny for discrimination, particularly regarding gender-specific requirements like high heels. Gary Cattermole discusses how organizations can create inclusive dress codes that align with 2017 workplace values while maintaining their brand identity.
Gig economy: what’s its place in the future of work?
The gig economy is reshaping how work will be organized in the future, driven by four key forces: social shifts toward flexible work locations and purpose-driven roles, technological advances enabling remote work and automation, commercial pressures for business agility, and regulatory responses to growing self-employment.
Address skills shortages with talent pools and the hidden workforce
Explore how tapping into talent pools and the hidden workforce—including stay-at-home professionals, retirees, and skilled workers outside traditional employment—can help organizations address critical skills shortages in today’s job market.
Gig economy: the challenges of managing a freelance workforce
Managing a freelance workforce presents significant visibility and management challenges for HR teams. Key issues include uncontrolled costs when workers bypass HR processes, IR35 compliance risks with long-term contractors, and security vulnerabilities from informal hiring practices. Establishing centralized oversight and standardized processes is essential for mitigating these risks.
Gig economy: how to integrate it into a wider talent acquisition strategy
Learn how to integrate freelancers and gig workers into your talent acquisition strategy. With UK freelancing projected to grow significantly, discover why companies need a compelling Contingent Value Proposition to attract top gig economy talent in a competitive market.
Gig economy: what exactly is it?
The gig economy is a labor market where workers trade their skills and time for payment on specific projects rather than traditional employment. Powered by digital platforms and freelance marketplaces, it has grown significantly—London’s gig economy expanded 72% since 2010—but faces challenges including wage compression and tax compliance issues.
“The gig economy does not have to rely on denying worker rights.”
Erin Hatton, a sociology professor, explains how the gig economy represents a return to historically insecure work conditions after a mid-20th century peak in job security and worker protections. She traces the shift back to the 1970s, when union decline, global competition, and economic recession reversed decades of labor gains.
“You might be losing employees before they even start because of this mistake…”
Many companies focus on administrative tasks and perks during onboarding, but overlook two critical elements: clarification of job expectations and cultural integration. These “forgotten Cs” are essential for new hire retention and long-term success.
Bystanders can’t do the right thing in employee relations
Workplace misconduct and poor performance require prompt, fair action from HR and managers. The “bystander effect” of avoiding difficult situations until damage occurs is harmful. Companies that transparently address employee relations challenges while protecting brand integrity build stronger, more credible workplace cultures.
Redundancy recovery: how to get back on track
After redundancy, protect your mental and physical health while understanding your legal rights and financial entitlements. Know your statutory redundancy payments, tax-free allowances, and available benefits, then focus on moving forward through job searching, retraining, or other new opportunities.
