by Emma | May 22, 2023 | Newsletter
The Case for Employee Happiness
Employee happiness directly impacts various aspects of a business, including productivity, retention, customer experience, innovation, collaboration, employer brand, and employee well-being. By investing in employee happiness, businesses can create a positive and thriving work environment that drives organisational success and sustainability.
Happy employees tend to be more engaged, motivated, and committed to their work. They are more likely to go the extra mile, take initiative, and put in discretionary effort to deliver high-quality work. This increased productivity can positively impact the overall performance and efficiency of the business.
When employees are happy and satisfied with their work environment, they are more likely to stay with the company for a longer period. This reduces turnover costs associated with recruitment, onboarding, and training new employees.
Happy employees create positive experiences for customers. When employees are satisfied and engaged, they are more likely to provide excellent customer service, go above and beyond to meet customer needs, and foster long-term customer relationships. This ultimately leads to increased customer satisfaction and loyalty, benefiting the business’s reputation and bottom line.
A positive work environment and happy employees foster a culture of innovation and creativity. When employees feel supported, valued, and encouraged to share their ideas, they are more likely to contribute innovative solutions, think outside the box, and drive positive change within the organisation. This can lead to improved processes, new products or services, and a competitive edge in the market.
Companies with a reputation for prioritising employee happiness are more attractive to top talent. A positive work culture and employee satisfaction become valuable selling points when recruiting new employees. Happy employees are likely to share their positive experiences, further enhancing the company’s employer brand and attracting high-quality candidates.
Prioritising employee happiness promotes their overall health and well-being. When employees feel supported and valued, their stress levels decrease, and their physical and mental well-being improves. This leads to reduced absenteeism, lower healthcare costs, and a more energised and resilient workforce.
Strategies to promote employee happiness:
- Foster a supportive and inclusive work culture where employees feel valued, respected, and appreciated. Encourage teamwork, collaboration, and open communication among employees and across all levels of the organisation.
- Offer opportunities for employees to learn, grow, and advance in their careers. Provide training programs, mentorship opportunities, and resources for professional development. Help employees set clear goals and provide feedback and guidance to support their progress.
- Regularly acknowledge and celebrate employees’ accomplishments and contributions. Provide constructive feedback, praise, and recognition for their hard work and achievements. Implement reward systems such as employee of the month/year programs or performance-based bonuses.
- Promote a healthy work-life balance by encouraging employees to take breaks, use their vacation days, and prioritise self-care. Support flexible work arrangements when possible, allowing employees to manage their personal responsibilities alongside their work commitments.
- Help employees understand how their work contributes to the larger goals and mission of the organization. Communicate the impact of their contributions and how their efforts align with the organisation’s vision. Connect their work to a greater sense of purpose and meaning.
- Prioritise employee well-being by offering wellness programs, access to mental health resources, and promoting a healthy lifestyle. Provide access to fitness facilities, mental health support services, and encourage healthy habits through initiatives like wellness challenges or workshops.
- Encourage positive relationships and a sense of camaraderie among employees. Facilitate team-building activities, social events, and opportunities for cross-departmental collaboration. Encourage managers to build strong relationships with their team members and be approachable and supportive.
- Trust employees with autonomy in their roles and decision-making. Provide clear expectations and guidelines but allow employees the freedom to innovate, make decisions, and take ownership of their work.
- Offer competitive salaries, benefits packages, and opportunities for growth and advancement. Regularly review and adjust compensation to remain competitive in the market and recognize employees’ value.
- Create channels for employees to provide feedback, suggestions, and concerns. Actively listen to their input, address any issues promptly, and involve employees in decision-making processes when appropriate.
Remember, employee happiness is an ongoing process that requires consistent effort, communication, and a genuine commitment to the well-being and satisfaction of your employees. Tailor these strategies to your organisation’s unique culture and needs, and regularly assess their effectiveness to continuously improve employee happiness.
For further advice, please give me a call.
by Emma | May 22, 2023 | Newsletter
Employers can implement various incentives and initiatives to promote mental health in the workplace. Here are some examples:
1. Mental Health Education and Training: Offer workshops, training sessions, or webinars on mental health awareness, stress management, and resilience-building. Provide employees with knowledge and tools to recognize and address mental health challenges effectively.
2. Flexible Work Arrangements: Offer flexible work options such as remote work, flexible hours, or compressed workweeks. This helps employees balance their work and personal life, reducing stress and promoting better mental well-being.
3. Employee Assistance Programs (EAP): Provide access to confidential counseling services through an EAP. This allows employees to seek professional help for personal or work-related issues that may impact their mental health.
4. Wellness Programs: Implement wellness initiatives that focus on mental health, such as mindfulness or meditation sessions, yoga or exercise classes, stress reduction programs, or subsidized gym memberships. Encouraging physical activity and relaxation techniques can improve overall mental well-being.
5. Clear Communication and Supportive Environment: Foster open and transparent communication channels where employees feel comfortable discussing their mental health concerns without fear of judgment or stigma. Encourage managers to check in with their team members regularly, offer support, and provide resources for seeking help.
6. Work-Life Balance: Promote work-life balance by setting clear expectations, encouraging employees to take regular breaks, and discouraging excessive overtime. Encourage employees to use their vacation days and prioritize self-care.
7. Recognition and Rewards: Acknowledge and appreciate employees’ efforts and achievements. Recognize their contributions to the organization’s success through verbal recognition, awards, or incentives. This promotes a positive work environment and boosts employees’ self-esteem.
8. Mental Health Policies: Develop and communicate policies that prioritize mental health and well-being, including anti-stigma policies, accommodation policies for mental health conditions, and guidelines for managing work-related stress.
9. Peer Support Networks: Encourage the formation of peer support groups or employee resource networks where individuals can connect, share experiences, and provide support to one another. This can help create a sense of community and reduce feelings of isolation.
10. Regular Check-Ins: Conduct regular one-on-one check-ins between managers and employees to discuss workload, stressors, and any challenges they may be facing. This provides an opportunity for support, problem-solving, and adjustment of workloads if necessary.
By implementing these incentives, employers can create a supportive and mentally healthy workplace that promotes employee well-being, productivity, and overall satisfaction. It’s important for employers to assess the specific needs and preferences of their workforce and tailor these incentives accordingly.
For assistance with Mental Health Policies and incentives, please contact me.
by Emma | May 16, 2023 | Newsletter
by Emma | May 15, 2023 | Newsletter
This week is Mental Health Awareness Week. The Mental Health Foundation are focusing on anxiety and the things that can help.
What is Anxiety?
Anxiety is a human trait that everyone experiences, this can help us to be aware of and respond to threats and danger. But when anxiety becomes problematic or even disabling this is when it’s considered an anxiety disorder.
Generalised Anxiety Disorder:
Chronic and excessive worry or anxiety about various aspects of life, such as relationships, health and work. Symptoms may include restlessness, fatigue, difficulty concentrating and sleep disturbances.
Panic Disorder:
Recurrent and unexpected panic attacks, which are sudden episodes of intense fear and physical symptoms such as rapid heartbeat, trembling, sweating and shortness of breath. Someone with a panic disorder has feelings of anxiety, stress and panic regularly and at any time, often for no apparent reason.
Social Anxiety:
An overwhelming and persistent fear for social situations or performance areas which might be scrutinised by others. Symptoms include sweating, trembling, blushing and difficulty speaking.
Specific phobias:
An intense fear of an object, situation or activity that poses little or no danger. Common ones include spiders, flying, heights.
Health Anxiety:
Known as hypochondria, this is fear and preoccupation with having serious medical illness despite having little or no actual symptoms or evidence of illness.
When to see your GP?
When you feel like you’re worrying too much and it’s interfering with your work, relationships or other parts of your life.
Your fear, worry or anxiety is upsetting to you and difficult to control.
You feel depressed, have trouble with alcohol or drug use, or have other mental health concerns along with anxiety.
You think your anxiety could be linked to a physical health problem.
You have suicidal thoughts or behaviors — if this is the case, seek emergency treatment immediately.
Currently there is a long wait for Talking Therapies via your GP. While you wait try “the every mind matters”
by Emma | May 8, 2023 | Newsletter
With currently over 1 million vacancies unfilled and everyone I speak to telling me they are struggling to recruit, I often ask “are you offering the role as part-time/ job share/flexi-time/hybrid?” and 99% of the time they answer “no, that’s not an option for us”.
I started my business 10 years ago because I wanted to work part time and be a mom. At the time part time / flexi-time senior HR roles were not available to me and I felt that this was my only option for a work-life balance.
10 years on have things changed all that much?
You may believe that after Covid, things started to change and I agree to a degree. Covid and flexi-furlough allowed Companies to see that working from home and working flexibly can work for them. However, three years on and a large portion of Companies are asking for staff to return to the office.
Figures show that only 30% of vacancies advertised have some sort of flexible working and only 12% are part time roles. I have first-hand experience of businesses who believe that job shares or working part time won’t work for their Company, especially in more senior roles. Currently the job market suggests that the ratio between people wanting to work part time and roles available are 4:1.
I have heard many times “we would open the floodgates if we said yes to someone who wanted part time work” or “I can’t manage two people in that role, only one will work” or “a job share cannot work in that position” or “it won’t work for our industry”. So why are business owners and management so anti part time/ job share/ flexible working? There are a lot of prejudiced ideas around flexible working, I have had employees made to feel apologetic about their situation if they request part time/ flexi working. I know many people who have negotiated part time/ flexi working and now they are afraid to move company as they don’t believe they will have the same opportunity elsewhere.
Some larger Companies now have policies whereby all their vacancies have to be advertised as “part-time/ full-time/ job share”. These include all senior roles. By including these words on job adverts they have increased the job pool that they recruit from. These Companies have doubled their women in senior roles and tripled their male part time workforce.
10 years ago employees “needed” part time/ flexible working, today employees also “want” part time/ flexible working. Following Covid we have all experienced a different way of life and even those with no caring responsibilities would like shorter working hours.
When looking for a role, individuals seek out Companies who support part time/ job share/ flexible working roles. I recently had a great candidate refuse an interview because she wanted as a minimum a hybrid role, but the Company wanted them, 9-5, Mon-Fri, in the office. So why would a Company want to miss out on a great candidate?, again it’s attitudes like “this is what the next generation will be expecting” that means smaller Companies are not moving with the times and missing out on some really great candidates. Yes, it is what the next generation will be expecting and that’s why Companies need to change their culture and embrace flexible working.
Marks and Spencer’s have a female CEO who works a 4 days a week, she implemented a policy giving all employees the automatic option to work a 4 day a week or 9 day a fortnight.
A doctor instrumental in developing the UK’s vaccination for Covid-19, worked a four day week.
The counter-terrorism GCHQ have their first job share in a senior operational intelligence position.
These are a few examples where larger business have put policies in place to embrace the ever changing employment pool. Larger organisations understand that they not only have a larger pool of candidates to recruit from, but they will also retain staff, have a diverse workforce and can use job-shares because they understand that individuals have different strengths which strengthen their business in turn.
Small organisations will say “These Companies are larger, they have the ability to manage flexible working”. But what small businesses need to understand is that this is not going away, new recruits and employees will demand flexible working and if you as a business don’t have a plan, you will have a larger recruitment and retainment issue.
Recently we have had the 4 day week trial, where 61 business trialled a 4 day week (32 hours per week). After the trial, 92% of businesses said they wanted to continue, production levels were maintained and stress levels had dropped.
I would like to see more smaller businesses trial this, just to see what impact it would have on their business. I think they will be surprised at the positive effect it has on their business.
The government have plans to make it a “day one right” for employees to request flexible working, rather than at 26 weeks. Instead of paying lip service to these requests, I would recommend that businesses trial the employees request at the very least – be open and see the positives it brings.
If you would like to discuss flexible working / part-time working/ job shares / hybrid working/ working from home, then please contact me and we can look at a policy or work trial that suits you and your business. I’m not saying it will solve all your recruitment and retention issues, but I think it will definitely put you on the path to creating a culture whereby you will be seen as a Company that people want to work for.
by Emma | Mar 30, 2023 | Newsletter
In the recent case of Meaker V Cyxtera Technology UK Limited the Employment Appeal Tribunal (EAT) found that a ‘without prejudice’ letter from an employer offering a settlement agreement amounted to an effective dismissal letter.
The without prejudice letter was sent to the employee, Mr Meaker, confirming the settlement offer and stating that his employment would terminate by reason of mutual agreement. While Mr Meaker refused the settlement payment offered, he was paid for his notice period and holiday pay shortly thereafter.
It was decided by the EAT that due to the way the letter had been drafted, it was entitled to read the letter in two distinct parts: one openly terminating Mr Meaker’s employment and the other offering a settlement payment subject to agreement.
This case shows that, if a ‘without prejudice’ letter is not drafted carefully, an employer could inadvertently terminate an employee’s employment. This could then give rise to a claim of unfair dismissal from the employee, who will be entitled to rely on the letter as evidence before a Tribunal. If the letter follows settlement discussions, it will not be enough to simply mark a letter ‘without prejudice’ and refer to the termination as by mutual agreement.
It is therefore imperative that ‘without prejudice’ letters offering settlement are drafted carefully, to ensure that the without prejudice protection extends to the entire letter and not just the offer of settlement.
For assistance on Settlement Agreements and without prejudice conversations please contact me.
https://lnkd.in/esrYxDwE
The guidance emphasises that employers should take mental health problems as seriously as physical illnesses and points out that making reasonable adjustments for mental health can help employees to stay in work and work safely and productively, while also helping employers to retain employees and create a healthy work culture.
Examples are given of reasonable adjustments for mental health and employees are encouraged to talk to their employer if they need reasonable adjustments.
Tips are given on how to approach these conversations. The employer is also given tips on how to respond to requests for reasonable adjustments. If any reasonable adjustments are agreed, a trial period and monitoring is recommended bearing in mind that mental health problems can be long-lasting and individuals’ needs may change over time.
Guidance is given to managers on how to support those they manage to access the support that they need. Finally Acas recommends reviewing policies with mental health in mind, and suggests that employers have a policy in place that covers reasonable adjustments for mental health.
If you would like to implement a Mental Health Policy or would like any guidance, please contact me.