What Does The Historic Election Result Mean For Your Business?

This year has been the year of political changes, and we’re only seven months in. No matter where you’re based, it’s likely the changing political landscape will impact your business. In Northern Ireland we saw the return of the Assembly and changes to European legislation are bound to continue to impact policies and processes across the Republic of Ireland. Following the general election and the appointment of a new Labour Government, we can expect upcoming changes in employment law. A “New Deal for Working People” was a key element of Labour’s campaign, committed to giving voices to workers, improving their terms and conditions, and ensuring protections at work.

Labour has pledged to implement this new deal within the first 100 days of being in power, setting a deadline of October. However, the comprehensive details of the plan have not been released yet, and further development is needed over the coming months. We view this as an evolving situation and believe it is unlikely the entire plan will be fully operational within this ambitious timeline due to the need for further clarity and consultation on procedural requirements. Within the new deal, Labour outlined significant changes to be implemented and we have set out a brief summary of some of these below. However, it’s important to remember that it would be premature to make structural changes to your organisation as the evolving situation is exactly that, evolving. With no certainty in this area, our advice is for everyone to keep calm, don’t panic but keep yourself appraised of the situation. That’s why we’ve pulled together some key highlights of what’s been shared so far.

Day one rights – what does this mean?

Employees will have increased rights from day one, eliminating qualifying periods for unfair dismissal, flexible working, sick pay, and parental leave.

Currently, there is a three-day waiting period before employees are entitled to statutory sick pay, but the Government plans to make this a day-one right, which could be implemented quickly given that similar measures were temporarily introduced during the pandemic.

Although no more qualifying periods for unfair dismissal is proposed, we do not see this being an easy thing to implement quickly and Government will need further clarity, and consultation on the procedural requirements before it can be brought into force. If implemented, it is important to note that this will not prevent fair dismissal, organisations will still be able to operate probationary periods and the aim of this change will be to ensure that new employees are not dismissed without reason and will help to drive standards within workplaces.

Single Status of ‘Worker’

Labour has proposed to move towards a single status of ‘worker’ instead of employees, workers and self-employed having different levels of employment rights and protection. This will mean that all workers will have equal employment rights and we believe this could be difficult to implement due to the complexity of determining the employment rights each category of worker currently has, and therefore, we would expect this to fall outside of the 100 days that Labour has committed to.

Living Wage

The Labour Government proposes to make the National Minimum Wage (NMW) reflect the real Living Wage and will remove the age bandings attached to NMW which they believe to be discriminatory to ensure every worker is entitled to the same living wage. If implemented, this could mean organisations being required to give pay rises to their workers. It is likely that this will not be put into action until 2025 as NMW rates are annually reviewed and typically released in April each year. Any proposed changes or new implementations we would expect to align with this timeline.

Zero-Hour Contracts and ‘Fire-and-Rehire’

Labour proposes to make significant changes to the zero-hour contracts, they aim to ban exploitative zero-hour contracts to ensure all jobs have a baseline level of security and predictability and that workers have the right to a contract that properly reflects their regular hours of work. It is important to know that this change will not prevent organisations from offering fixed-term contracts which are important in industries that offer seasonal work.

Labour has proposed to end ‘fire-and-rehire’ so that workers can properly negotiate their terms and conditions with their employers.

Disability & Ethnic Pay Gap Reporting

It will become mandatory to report on disability and ethnicity pay gaps to tackle workplace inequalities. Many larger organisations are already reporting on this, and it will only be mandatory for organisations of 250 employees or more, suggesting that this change may not significantly impact workplaces.

Even though the reporting requirement for disability and ethnicity pay gaps is mandatory for organisations with 250 employees or more, smaller organisations should also be vigilant and ensure they are compliant. By adhering to these standards, even smaller organisations can contribute to combating discrimination in the workplace and promoting equality. This proactive approach not only aligns with legal obligations but also fosters an inclusive and fair work environment for all employees, regardless of the organisation’s size.

Trade Unions

Labour has proposed to strengthen trade union rights. They plan to implement new rights designed to empower unions in their efforts to recruit, organise, and secure improved conditions for their members. These measures include streamlining the process for unions to gain official recognition, ensuring a fair right of entry for union activities within workplaces, and enhancing protections for union representatives and officials.

Given the significant impact of these changes, trade unions will naturally want to be actively involved in the development and implementation of these changes. Their participation is crucial to ensure that the measures are effective and truly beneficial for their members. Therefore, this collaborative process is likely to extend the timeline for these changes to come into action, as it will require thorough discussions, negotiations, and potential adjustments based on union feedback.

How can AAB People Help?

As we adapt to a new Labour Government, it is crucial for us to stay updated on the latest developments and understand their implications for our clients. We are dedicated to ensuring our clients remain well-informed and supported during these transitions in employment law. Our commitment is to provide guidance and assistance in navigating any forthcoming changes, ensuring that our clients are equipped to manage them effectively.

In the meantime if you have any questions or need further information, please don’t hesitate to get in touch with James Richardson, or your usual AAB People contact.

 

Proud to support a diverse range of clients

Emer Hinphey

WHO I HELP

Leaders within organisations. 

HOW I HELP

Supporting leaders to improve and build their own capabilities. Problem-solving. Advising clients on problems and opportunities. Fine tuning what clients really need and working alongside them to deliver results.

SECTORS/SUPPORT

All sectors. 

“Being a leader requires assertiveness, bravery, & an ability to make sure your voice is heard.”

Based in Belfast, Emer Hinphey is a Partner in AAB People. Emer was the CEO and Co-Founder of Think People Consulting, which has become part of AAB People. Emer’s approach is the same as AAB People’s: practical and pragmatic; bespoke to the size, culture, and objectives of each unique organisation. Emer works with the team to develop and implement business-propelling people and culture solutions and sustaining lasting partnerships with clients, many of whom Emer has worked with for years, even decades! 

A HISTORY OF STRONG, HONEST RELATIONSHIPS

“I have a history of building strong, honest relationships with clients, some of which I can now call friends. It’s hugely rewarding to help a client either individually or for the sake of the business, to bounce off ideas and develop approaches that optimise opportunities for them in the short and long term. I really thrive in client facing work and have enjoyed the opportunity to work across industry sectors and with scaling business to global PLCs. It can be challenging at times to juggle the differing demands, I really enjoy the range of work involved – it suits my personality and certainly never gets boring!” 

DELIVERING ON A GLOBAL SCALE

“We’re a people-centred business but tech is certainly where a lot of the future opportunities lie. We’re benefitting greatly from a tech-enabled approach that sees us delivering leadership programmes around the world. 

We also work on global face to face projects.  One of our high-profile global clients recently commented on an event we ran for 120 of their leaders coming together from around the world: “this is the best quality event we have run for many years.” We can be perceived as small being based on the island of Ireland, but I’m proud that the knowledge and skills we have as team and AAB Group are world class!” 

ENTREPRENEURIAL MINDSET

“Having co-founded a business myself, I bring an entrepreneurial mindset to the job and can relate to the feelings and situations that a lot of my clients experience. Being a leader requires a level of assertiveness, bravery, and an ability to make sure your voice is heard in a way that people respect and hear you. I believe the success of our client base is a testament to the level of new thinking we bring to an organisation and individual, no matter where they are in their journey.” 

HR IS A CORE FUNCTION

“It’s important that HR people see themselves as businesspeople and build the expertise required to deliver genuinely differentiating commercial and strategic solutions for the organisation. The industry is improving but there’s still a long way to go – if we can learn anything from the past few years, it’s that people and culture need to be seen as a strategic component, not just firefighting!” 

Proud to support a diverse range of clients

Chris McCleave

Who I help

Large corporates. SME’s. Medium sized companies. Professional services. Construction & Property.

How I help

HR Advice & Support. Immigration support.

“I love problem-solving and being able to help clients reach a solution.”

Chris McCleave is an HR Consultant based in our Belfast office. With a background in supporting immigration policy for organisations, he is passionate about helping clients overcome challenges and navigate the ever-changing and complex HR landscape.

Chris works across the whole HR remit which means that his days are rarely the same. One day he might be on-site with a client acting on their behalf as their HR manager, supporting with HR policies, and benefits schemes or relaying information from overseas HQ. While another might involve supporting a client with a complex immigration request. No matter what the day brings he ensures that he’s always available to support clients to the best of his ability. Ensuring flexibility in his days to allow him to be available when needed.

Building strong client relationships is key

“Trust is the number one priority when working with clients. That trust needs to work both ways. I want clients to be able to trust me with all the information necessary so we can work together to reach a solution. If a client doesn’t trust us, then they might leave out crucial information because they don’t believe we’ll be able to help. The flip side of that is that they need to trust that we are the right people to reach the right outcome and work alongside them.

How do we achieve this? By getting to know the client. Getting to know the people that contribute to the business’s success and the business itself. By acting with integrity and working to agreed timescales. We have to show that we’re the best people- it’s not enough just to say it. It’s so satisfying for me to be able to show them that and then have clients ask for my opinion and want to hear my view of something. This shows that they value me as an advisor.”

Taking time to find the right solution

“I firmly believe that there’s not only one solution to a problem. I love problem-solving and being able to help clients reach a solution they’re happy with gives me great satisfaction. However, I won’t just give them one option when there is multiple. We are working together to reach the best result so I must present them with all the options, and we work together to reach that. Clients appreciate the time taken to reach the best solution rather than just the first one because that might not be the best option for them.”

Sharing knowledge with colleagues

“I am a people person and one of my favourite parts of my role is getting to know our incredible clients and my AAB group colleagues. As an HR consultant, I support the junior members of the team. Being able to share my knowledge and experience both good and bad with them is amazing. I get to help them with their career goals and guide them. That’s been invaluable for my personal development and growth.

Having colleagues across the UK and Island of Ireland has also allowed me to gain more knowledge and learn from people at all levels of the business, sharing thoughts and opinions. That diversity of thought is valuable and worth its weight in gold.”

Saying no for the right reasons

“Working in HR requires an element of being both disruptive and assertive. I’m someone that gets given a goal and I won’t stop until we reach it. Given the sometimes-sensitive nature of our work ensuring that we give clients not just what they want to hear but the whole picture is so important there’s a lot of employment law behind any HR decision so I will always interpret that and then let the client know what that means for them.

I’ll never just say no for the sake of it and I will only say no when it’s necessary. It’s never just a no with me. I’ll always say no, because… but here’s what we can do instead. I’ll work with them to reach an outcome that ensures they are legally compliant and acting in the best interests of their organisation.”

Proud to support a diverse range of clients

Lauren Farrell

Lauren Farrell

HR Consultant

Belfast

 

 

WHO I HELP

Business Owners & Directors. SMEs. Medium-Sized Companies. Large Organisations.

HOW I HELP

Outsourced HR Function. HR Strategy. Building Line Management Capability. Team Well-Being. Employee Relations Management. Employment Law Compliance. Optimising HR Processes. Early Conciliation, Mediation & Conflict Resolution.

SECTORS/SUPPORT

Leisure, Retail & Hospitality. Food & Drink. Construction & Property. Family Business. Public Sector.

 

“WE HAVE A COLLABORATIVE MINDSET FOR EVERYTHING WE DO.”

As an HR Consultant, Lauren Farrell’s role is a varied one, and she is responsible for a wide range of her clients’ HR needs.

Sometimes these are of a routine or day-to-day nature, where a client is part of our retained group. Sometimes these are more on an ad hoc basis where a client engages the team for specific projects that are perhaps a little complex, and the client is seeking professional and expert guidance to ensure compliance and best practice. These can be anything from grievances and disciplinaries to redundancies and sickness absences. Lauren helps her clients navigate these issues, and manages the processes from beginning to end.

Her main responsibilities include supporting as a secondary consultant for a number of our retained clients to help with recruitment, employee conduct, and capability issues. She also reviews and advises on policies and procedures. Lauren specialises in ‘right to work’ queries including visa and sponsorship queries, fair employment monitoring and sickness absence.

BUILDING TRUST

“For me, the most important thing in a relationship with a client is that they trust me. Building that trust can take time and sometimes it can be challenging, purely through the fact that we may not see them or interact every day. But it really is so important that they feel they can trust us and the advice that we give them – that they know it’ll be objective, well thought through, and informed by knowledge and experience.”

PROVIDING OBJECTIVE, INFORMED ADVICE

“We’ll always give our clients all the options that are available to them and offer our opinion on which would be the best course of action. Of course, they do not have to take our advice – our role is certainly not telling them what to do – but hopefully they know that we always try to be objective, and that we’re there to answer any queries or questions on anything at all. I’m here to advise, and work collaboratively with my clients. So, it’s always nice when a client values us and our advisory capacities, and it really helps foster a positive relationship.”

VALUING HONESTY & TRANSPARENCY

“Clients expect legally compliant and objective advice, as well as someone they can approach no matter what the issue. It goes without saying that our advice has to be based on correct information, and it is. We have a great team to sense check things from if we’re not sure and I think it’s also important to be able to be honest if we’re not 100% sure on something, especially as things can change so quickly in our area – there’s always someone in the team that will have the answer! It’s great when clients understand this – that we would always want to make sure that the advice we’re giving is as informed and comprehensive as possible. We would never simply pretend we’re immediately sure on something if we aren’t. Our client’s trust, giving quality advice, and honesty and transparency… these are too important to us to do that. So, if we do have to go away to double check something, it’s because we want to ensure we’re delivering the absolute best for our client.”

THE TEAM IS ALWAYS WILLING TO HELP

“We have a collaborative mindset for everything we do – our work would not be the same without it. The nature of being a consultant can be quite independent because I’ll be looking after a client who won’t be being looked after by anyone else, but we are a team! We have a whole team of consultants behind us who all have their own expertise and experience that we can all draw from and benefit from. And that’s how we all continue to learn and develop even greater understanding on various topics and situations.

Everyone is always so willing to jump on a call and help you with something – and if someone wants to get experience on a particular subject or project, we can introduce them to a client as a team member who will be assisting with it. We’re always willing to help each other, however we each might need.”

HELPING CLIENTS SLEEP AT NIGHT

“On a personal level, I love when I feel like I’m truly making a difference to a person’s life – like being able to reduce their stress and worries, or solve a problem for them that’s been keeping them up at night.

It’s fantastic to see the tangible contribution that we’re make to companies, and see how the changes they’ve implemented with our support have benefited them over time and helped them to move in a positive direction with their staff and strategic goals.”

Proud to support a diverse range of clients

Ursula Henderson

WHO I HELP

Start-ups. SMEs. Investor-Backed Businesses. Internal HR Teams. Business Owners & Directors. Medium-Sized Companies.  Large Organisations. Large International Organisations. 

HOW I HELP

HR Strategy. Improving HR Functions. Employee Relations Management. HR Meeting Support. Coaching & Supporting Managers. HR Strategy Development. Investigation & Disciplinary procedures. Managing Grievances.

SECTORS/SUPPORT

Industrial. Not for Profit. Public Sector. Leisure, Retail & Hospitality. Professional Services. Family Business. Technology. Construction & Property.

“WHEN A CLIENT BRINGS A CHALLENGE THAT SEEMS INSURMOUNTABLE, I CAN LOOK THROUGH THE DATA & START A POSITIVE CONVERSATION THAT WILL HELP BRING ABOUT A SOLUTION.”

Ursula Henderson is a Senior HR Consultant based in our Belfast office. Ursula’s main role is engaging with management and employee teams to understand the root cause of any issues, and providing expert advice and guidance to bring about a lasting resolution. She works with many clients on long-term improvements for their human resource response to reduce the number and significance of issues that arise over time.

Ursula works across a mix of public, private and third sector industries, for companies ranging from large scale manufacturers to smaller independent businesses and charitable organisations of all sizes.

MUTUAL TRUST

“To my mind, the ideal client relationship is one that is based on mutual trust; where they trust the support that I give them, and I trust that they have given me all the information I need to provide that support. My clients can always expect expert knowledge, reassurance and professionalism from me, as well as solutions that are tailored to their specific needs.”

FINDING THE BEST FIT

“I like to look at any situation that is brought to me from all angles, just because a company has ‘always done it this way’ does not mean that it has to continue to do that. I feel that it is my responsibility to generate a solution that will resolve a situation, and if that is very different to how the business operates, I see it as my responsibility to help the client understand why this is the best fit and how to implement it so that it is its most effective. At the same time, I quite like Status Quo – Rockin’ All Over the World is one of my favourites, so if a tried and tested method is the best solution, I am equally happy to go down that route!”

A BLEND OF BOTH WORLDS

“When it comes to methods of communication, I believe that a blend of both worlds works well in this industry. With people, it’s important to make sure that you are using the best communication method for any given situation. The best may be the quickest, therefore you can have a Teams call, or it may be that a face-to-face meeting is required due to the nature of the issue, in which case, of course, it’s crucial to be there in person. It is a decision that we make every day, and we’ll always try to advise and promote the best method for the client and for the situation at hand.”

PEOPLE: BOTH CHALLENGING & REWARDING

“The biggest challenge in my area of work is also the most rewarding aspect: people! People often take sides and can make assumptions, misinterpret things due to cultural differences or only hear part of a communication. But without doubt, people are also the most gratifying aspect for me. Getting colleagues and clients onto the same page and allowing them to see things from the other perspective not only produces the best results usually, but is also a fantastic feeling.”

PROVIDING A SEAMLESS TECH-ENABLED EXPERIENCE

“As AAB Group grows I am excited to be part of that growth. Developments in technology are helping us reach more and more clients, and customers are reaching out to us with more diverse needs. So, having a broader service offering means that we can provide our clients with the whole package – a more meaningful, seamless service that includes finance, recruitment, learning and development, organisational development and employee relations.”

CLIENTS’ CONCERNS ARE OUR CONCERNS

“When working with clients I always look at situations first and foremost through the eyes of the client. With over 20 years’ experience in Human Resources across three continents, I have a good insight into how diverse our small planet is, and I can help companies understand the complex people issues that arise. I like to feel that we and the companies that we work with are all part of a wider team; their concerns are our concerns. This makes helping to resolve an issue to their satisfaction of all the more rewarding. Similarly, coaching and nurturing the developing talent within the team of AAB gives me great satisfaction.”

A ‘GLASS HALF FULL’ PERSON

“AAB is an organisation that allows me to be myself, and I am a ‘glass half full’ person. I enjoy seeing the positive in every situation and helping clients to get there too.

One of my other greatest strengths is resilience. When a client brings an issue or challenge that seems insurmountable, I can look through the data and start a positive conversation that will help bring about a solution. A client once said that they were so worried about and consumed by a situation until they spoke with me and realised that there was a way forward. I’m always looking on the bright side of life and the culture of AAB is very much the same.”

BEING PART OF A CLIENT’S TEAM

“The best compliment I can receive from a client is when they include me as part of their team and treat me as one of their own.”

ENABLING PROGRESS

“Human resources are often positioned as the company police or the department that takes away all the fun. However, I prefer to see the function as being the team that enables communication when it breaks down, enables progress when things have reached a standstill or a deadlock, and enables development when more skill is needed. We enable the fun stuff to happen – we can’t have fun without people!”

Proud to support a diverse range of clients

Onboarding: 5 Key Steps to Ensure A Successful Process

Onboarding is a part of the recruitment process that can often be forgotten and underutilised. Relationships at work are so important and the onboarding process is often the first introduction new starts will have with your team. Therefore, the integration opportunity here cannot be denied. 

In this article, we’ll be diving into onboarding so you can ensure new starts have the best start to life in your organisation. We’ll be covering: 

  • What is onboarding? 
  • The importance of having a robust process 
  • The benefits of onboarding for your organisation 
  • What should be included in your onboarding experience 

What is onboarding?

Employee onboarding is a process that encompasses everything required when a new team member joins your organisation. Through this process, the individual will receive training, information resources and more to help them establish themselves in their role. 

Typically, this process is kicked off when a candidate accepts their first offer and ends after the induction period is over. 

Why is a robust onboarding process so important?

Starting a new role can be overwhelming and daunting for candidates. An onboarding plan can help them to acclimatise to your organisation,  their role and help them to get an understanding and feel for the company culture. 

Onboarding isn’t just beneficial for the new team member- it can be a game changer for the rest of the team too. When you take the time to properly onboard someone, you’re not only helping them get up to speed on your organisation but also setting the tone for their success. By providing clear expectations, resources, and support from their very first day you create a strong foundation for a team that can work together to achieve amazing things. The team involved will benefit as they’ll be able to provide training, reflect on processes, improve communication, and strengthen bonds. It’s a great chance for them to also learn and share knowledge. 

Think about it like this- your new start might have had a 3 month notice period before joining your team. If you have a slick and smooth onboarding process you can spend that 3 months getting to know your employee and having regular touch points before they join. However, without one you leave your employee semi-in-the-dark until they start their first day. 

First impressions, as they say, are everything. So, you want this really important step in the employee lifecycle to get off to the best start possible. We always recommend communication with candidates before their start date- you can achieve this by staying in contact through email or by phone until their first day. Having their line manager reach out and introduce themselves is essential if they’ve not already met through the hiring process. 

The onboarding process is crucial to the new start as it provides an insight into the company culture before their first day, builds relationships and reduces stress for the individual, allowing them to feel comfortable and confident in their new role. 

As well as being beneficial to the new start, the onboarding process is important for the organisation as a whole. It can improve employee retention rates through the new start feeling supported, engaged and connected at the beginning of their working relationship, they are more likely to stay with the company longer-term. As a result, this can reduce turnover costs. Additionally, providing the candidates with contracts, policies and procedures reduces organisational risk to legal / regulatory issues and ensures a compliant work environment from day one. 

What are the benefits of onboarding for your organisation?

  • Better employee experience a good onboarding experience can lead to a great employee experience. It helps new starts to feel supported, involved, comfortable and included in the team. 
  • Higher employee engagement- You’re judging a new start on their performance but it’s important to remember they’re doing the same thing. They’ll be judging how quickly they receive their contract, how their first day in the role has gone and what their experience as a whole in their new role is for example. Positive experiences create better engagement, and that engagement is reflected in your teams.
  • Greater employee retention- An estimated 69% of employees are likely to remain with an employer for over 3 years if they’ve experienced a positive onboarding. This can create employee satisfaction, preparedness for what their role will entail and better outputs. 
  • Increased productivity- when done correctly the learning curve for new employees can be smaller. Good onboarding can reduce the time needed to learn new software, systems and tasks. Enabling your new start to produce a higher quality of work quicker. 
  • Strong company culture- it’s a common problem companies are facing- how to retain employees. Having a revolving door of employees is both time-consuming and expensive. However, when done right onboarding can be very beneficial. Having a core group of longstanding employees will help you to solidify your culture, making the onboarding experience better for your new starts. 

What should be included?

There are no set requirements for an onboarding process. The most important thing is that your process is unique to your organisation and doesn’t feel disjointed or disingenuous to who you are and what you stand for. To ensure you have it all covered we recommend that you follow the 5 c’s of onboarding. 

  1. Compliance- Arguably this is one of the least exciting parts of onboarding, but it is one of the most important parts. Compliance covers the essential elements such as completing paperwork, badging, and equipping employees with the necessary technology to do their jobs effectively. Streamlining this process where you can free up time to shine a light on creating memorable onboarding experiences where it matters.
  2. Clarification- When someone new joins your team it’s so important that they are given the necessary information to fully understand where their role fits within your team, what they need to be doing and how they’re expected to do it. At this stage, organigrams and team structures should be used to showcase how the team fits together.
  3. ConfidenceAn employee that’s confident in both their abilities and their decision to join your organisation is more likely to want to drive the business forward. They’ll want to prove those abilities and will take on new challenges to show they can complete tasks to a high standard. Through the experience you can design an onboarding plan that builds your employees up and provides them with both the tools and the know how to gain confidence and grow into their role. Creating a plan that clearly sets out role expectations, provides them with the necessary tools and resources to complete their tasks and giving them support from the very first day will help them to feel confident. 
  4. ConnectionWorking in a team shouldn’t ever feel lonely. When employees feel connected to their colleagues, you’re likely to see more positive individual and organisational outcomes. Employers should keep communication lines open throughout the employees notice period through line managers, talent acquisition or onboarding teams which will make the new start feel welcome. As a result, this builds confidence in their decision to switch employer. When your new hire joins the team this part of the onboarding journey’s purpose is to help them feel welcome and accepted within the organisation. By creating an onboarding journey that enables people to get to know the teams and people they’ll be working alongside, this will help your new start to establish those all important relationships that will be key in ensuring a positive connection. 
  5. CultureThis is the best time to get your new hires to understand the mission, vision and values of your organisation. Onboarding is an important way companies can form, maintain and also create changes to their culture. Through the process make sure you teach what truly matters in your organisation. Bringing teams into the process will help create cohesion in the new hire experience. 

How can AAB People help?

Onboarding should not be a forgotten task or even one that has less importance in the new starter journey. It can be a key to success when utilised properly. When you focus on the 5 Cs of onboarding, you’ll be able to create a seamless onboarding journey that ensures your new team members are set up for success. 

Our team of specialists can help you create a bespoke onboarding journey that integrates your new starts seamlessly into your team. Creating a positive work culture and workplace that your people are proud to work within. 

If you have any queries about how to create a successful onboarding process please do not hesitate to get in contact with Rhona Macleod, or your usual AAB People contact. 

Proud to support a diverse range of clients

Charlotte Eakin

WHO I HELP

SMEs. High-growth businesses. AAB People team. Business owners & directors. Medium-sized Companies. Large organisations. Large international organisations.

HOW I HELP (EXTERNAL CLIENTS)

Salary benchmarking and reports. Investigations, panel and appeals in disciplinary and grievances. HR meeting support. Absence management. Occupational Health referrals. Time and attendance issues. Review of HR documentation and policies/procedures. Day-to-day HR queries.

HOW I HELP (INTERNALLY)

Improving Process Efficiency. Supporting HR Advisors. HR Administration. Business Operations

SECTORS/SUPPORT

Business Services. Not for Profit. Construction & Property. Family Business. Public Sector.

“ONE OF MY GREATEST STRENGTHS IS THE ABILITY TO REMAIN LEVEL-HEADED IN STRESSFUL SITUATIONS WHICH ENSURES I AM THINKING CLEARLY & LOGICALLY.”

Charlotte Eakin joined the team in May 2023 as an Associate HR Consultant on the Graduate Training Programme. She assists in a wide variety of client work, meaning that every day is different in Charlotte’s role! So far in her role, Charlotte is involved in providing background support to the lead consultant with clients so typical activities could include benchmarking research, drafting letters and policies, note-taking during meetings and answering telephone queries that come into the office.

Charlotte is part of the HR Consultancy team providing support to clients, both on retained and project packages, where the aim is to act as an extension of the company’s team to provide specialist HR support. Already, Charlotte appreciates the strong relationship that the consultants here have with their clients and how committed they are to providing the best services for them.k

Working on such a huge range of client work also helps her to expand her body of knowledge. She benefits from the opportunity to work alongside different consultants within the team and observe the approach each takes with their client work to develop my skills for the future.

EFFECTIVE COMMUNICATION

“In my opinion, the ideal relationship with a client is one in which you are able to build a strong partnership with them and work closely together for the benefit of the organisation and its people. It is essential that the client can trust their HR Consultant and have faith in the work that is carried out. One of the best methods to achieve this is through effective communication via phone, email and face-to-face. I believe for the relationship to strengthen and develop in the long-term, it is important to ask for client feedback and invite them to offer suggestions for improvements to ensure that we are continually striving to provide the best bespoke service for them.”

EFFICIENCT & HIGH QUALITY

“HR Consultancy is a fast-paced environment and there are times when clients require work to be completed on an urgent timescale whilst ensuring not to sacrifice on excellence. Therefore, I would say that clients expect high quality work within a quick turnaround time.”

A REWARDING JOB

“One of my favourite aspects of consultancy is the variety of clients you are able to meet and work with and the opportunities this brings in terms of growing your network and being able to experience snippets of what each organisation and industry is like. Already, by speaking to clients on the phone, I can see how much they appreciate the expertise and guidance that they receive which makes the job very rewarding.

With regards to being a part of the AAB team, so far one of my favourite aspects is how willing every colleague is to help each other out, no matter their level of seniority. As a graduate starting out on my journey in HR and hoping to develop my knowledge and skillset, this is a huge support mechanism for me that is really appreciated.”

BEING DISRUPTIVE & ASSERTIVE

“AAB Group has a reputation for being disruptive and assertive, and I think any HR professional has to portray these values to an extent in order to be able to make a difference in the workplace. HR can sometimes disrupt the ways of working for some clients, but it is for the better! There are times when clients struggle to embrace change which requires a hint of assertiveness from the HR Consultant.”

THE HYBRID APPROACH

“Having worked both fully remote and fully in-office in previous roles, I am thoroughly enjoying the hybrid approach adopted by AAB. I definitely believe initial introductions to clients should be done face-to-face, if at all possible, to lay a good foundation for the relationship. However, when dealing with client queries and pieces of work, it saves both parties time and can be more convenient if they are done virtually.”

ONGOING CHALLENGES

“One challenge facing HR professionals is the ‘Great Resignation’ and concerns about retaining talent and managing employee expectations. As well as this, organisations are also dealing with the ongoing cost-of-living crisis, so they are forced to find the balance between attracting candidates and setting realistic objectives. Diversity & Inclusion remains a continuous area of focus as well, particularly around expressions of gender identity, for example, so it is important to stay up to date with employment law updates.”

EXCITING OPPORTUNITIES

“I am extremely excited about my future in HR as I feel that I am starting my career in the best place possible in order to learn from top professionals in the industry. There are so many opportunities to develop my career here at AAB.

The future is exciting here at AAB as the journey is also just beginning with the company joining the wider AAB Group and enjoying continuous expansion. The opportunities this provides for business development across Northern Ireland, Ireland and the rest of the UK is very exciting to see how the company can grow.”

APPROACHING PROBLEMS AS A TEAM

“As I mentioned above, the willingness of the team to share their knowledge and work together is brilliant, and really lives up to the AAB Group value that ‘Collaboration is our superpower.’ The saying ‘a problem shared is a problem halved’ rings true and by simply asking on a query you are not sure about, it is likely that someone else within the team will have some experience of it and they are always more than happy to share their expertise.”

THE ABILITY TO REMAIN CALM

“One of my greatest strengths is the ability to remain level-headed in stressful situations which ensures I am thinking clearly and logically. I believe this is an important attribute to have for working in HR as always staying focused is imperative. I’m also always keen to help in any way that I can.”

NOT A CASE OF ‘HIRING & FIRING’

“My personal pet peeve about HR is the negative portrayal it has by those who do not work in it. It’s disappointing that the concept of ‘hiring and firing’ is associated with as HR, especially as HR continues to have a growing strategic influence on the performance of organisations. This is particularly relevant as we continue to adapt to the workplace changes implemented by the pandemic which has resulted in organisations recognising the importance of focusing on the people within your company.”

Proud to support a diverse range of clients

Should we all have the right to disconnect?

The prospect of a UK General Election in 2024 means we may see new items on the agenda which businesses will need to navigate this year, in addition to any legislative updates already on the calendar.

Employee wellbeing is high on the agenda for political parties, and we can look to other countries for inspiration on what could be done here in the UK. One topical change we’ve seen is around the theme of the “Right to Disconnect.”

What is the right to disconnect?

The increase in flexibility at work with more and more employees working from home has blurred the lines between personal and work life.  It can be difficult to separate work and life when you’re working from home which brings a consideration for the ‘right to disconnect’.

It seeks to protect workers health and wellbeing from things like burnout and mental health problems caused by stress by putting in place strong policies and legislation for organisations to follow. Employees are given ‘permission’, to disengage from work outside of their normal working hours. As a result, once employees are off the clock they should not receive or be required to answer any work-related calls, messages, or emails. Effectively allowing employees to revert back to a time, where when you left the office you did not have access to your emails again until the next morning.

Should we all have the right to disconnect?

With ever increasing countries moving closer to giving their workforce the ability to outright refuse to take on any more work once their workday has ended, similar laws are already in place with our European neighbours (France, Italy, and Belgium) and Australia is looking to be the next country in line to pass a bill in Government.

The Australian Prime Minister recently said referencing their recent proposed bill:-

“We are simply saying someone who is not paid 24 hours a day, shouldn’t be penalised if they’re not online and available 24 hours a day.”

Why is the right to disconnect important?

The right to disconnect aims to create a new shared approach to work communication that will not hinder flexible working. At the same time, it allows people to switch off to their workday outside of their working hours.

Work-life balance is a phrase we often hear. People want to work to live and not live to work, which is perfectly understandable. The right supports employees to have a better work-life balance which allows for everyone in an organisation to truly excel. Enabling employees to bring their best and most productive self to work each day is something employers should strive to achieve.

It isn’t just about enacting policies or regulations; it’s about fostering a cultural shift that prioritises work-life balance and mental well-being.  Without a cultural change, simply mandating time away from work devices may not effectively address the underlying issues of overwork and burnout. Embracing the RTD means acknowledging that employees are more productive and healthier when they have time to recharge outside of work hours.

Benefits of promoting a healthy work-life balance

Encouraging a healthy work/life balance can help to boost your organisations reputation. A positive reputation can help you to attract and retain top talent. We know it’s becoming increasingly more difficult for employers to attract and retain, not forgetting the costs to recruit, both monetarily and time invested in training new employees.

Could the UK implement the right to disconnect?

While Australia is looking to implement this now it is not a novel concept. In fact, France was the first country to implement the right to disconnect in 2017. It is something that has been implemented in multiple countries such as Italy, Spain, Portugal, and Canada. In each country, the law is slightly different.

The UK Labour party previously stated that they would like to legislate a right to disconnect policy. It’s likely that their manifesto for the general election this year will be largely focused on employees and the workplace, knowing that it’s something current workforces regard as highly important.

The right to disconnect vs the 4-day working week

The case for the right to be implemented is not too dissimilar to the case for a 4-day working week. While there’s pros and cons to both it does raise the question, are we missing an opportunity to revolutionise and redesign our approach to the way we work, whilst building a culture of employee wellbeing? With more countries implementing these laws it shows that there has been a shift, and more importance is being placed on employee wellbeing.

The UK implementing the right to disconnect will not fix wellbeing. Why? Because wellbeing cannot be fixed by one singular action, it needs continued effort, and to be weaved through the framework of every organisation. It would however be a continued step in the right direction.

If you have any queries about how to create a work life balance for your team or implementing a 4 day working week, please do not hesitate to get in contact with Michael Black, or your usual AAB People contact.

 

 

 

Proud to support a diverse range of clients

Workplace Wellbeing and Health and Safety At Work

The Health and Safety at Work Act was established in 1974 – a mere 50 years ago.  While we often associate health and safety with physical “safety” the Act recognised that employee “health” is equally important.

Most of us will work in occupations at some time or another that will expose us to health hazards, be that physical stress and strain, exposures to chemicals, noise, dusts, vibration, violence/aggressive behaviours, infection, stress etc.  It’s easy to assume that only employees who carry out high risk work are exposed to health hazards but anyone in any occupation can be affected.

As employers we have a duty under health and safety law to protect workers from the adverse health effects of the work that they do – this is embedded in the principles of risk assessment and risk management.

The most recent set of UK statistics for work related ill health prove that more needs to be done in this area:

  • 1.8 million workers suffering from work related ill health in 2022/23 (new cases and long-stranding)
  • 900,000 workers suffering from work related stress, depression, or anxiety (accounting for 49% of the total cases and the main cause of work-related ill health).
  • 12,000 lung disease deaths per annum linked to past exposures at work (chemicals and dusts)
  • 500,000 workers suffering from work related musculoskeletal disorders (accounting for 24% of the total cases)
  • £13.1 billion annual cost of new cases of work-related ill health.

Work related stress, depression, and anxiety account for almost half of all work-related ill health and 54% of the working days lost in the UK, and post pandemic the trend is rising. It is essential for UK business to understand the causes of stress and ensure that their organisational culture, policies, and procedures address these.

The main causes of work-related stress are cited as:

  • Workload pressure including tight deadlines and too much responsibility.
  • Lack of managerial support
  • Violence and bullying
  • Organisational changes at work and role uncertainty

And it’s important to understand that many employees will experience stress in their personal lives, that then carries over into their working lives and affects their ability to cope with their job and to work safely.  Understanding and supporting employees when they are experiencing personal challenges can be as important as taking steps to minimise the work related aspects.

Proactively taking steps to prevent stress occurring is preferential to reactively having to deal with both the causes of stress and the consequences.  Given the current rates of work-related stress etc. many employers will find themselves on the back foot and reactively trying to address issues that have become embedded in the culture, systems, processes and people.

The good news is that there are tools out there to support the management of stress.   Working with HR professionals many of the existing HR policies and procedures can provide valuable information to help identify the extent of the problem, e.g. absence statistics, causes of discipline and grievance procedures, staff retention data, exit interview data; employee surveys etc.

Staff surveys and workshops can help to drill into the finer detail of the day-to-day issues and demands that wear people down, cause frustration and create conflict between staff and management.

HR and H&S policies and procedure can provide some of the solutions and may need to be refreshed and refocussed to ensure they remain effective, e.g. return to work, flexible working arrangements, dignity at work, stress at work, employee health programmes; risk assessment; job evaluation etc.

The Health and Safety Executive Management Standards represent a set of conditions that if present:

  • demonstrate good practice through a step-by-step risk assessment approach
  • allow assessment of the current situation using pre-existing data, surveys, and other techniques
  • promote active discussion and working in partnership with employees and their representatives, to help decide on practical improvements that can be made
  • help simplify risk assessment for work-related stress by:
    • identifying the main risk factors
    • helping employers focus on the underlying causes and their prevention
    • providing a yardstick by which organisations can gauge their performance in tackling the key causes of stress

The management standards cover six key areas of work design that are associated with poor health, lower productivity and increased accident and sickness absence rates:

  • Demands – this includes issues such as workload, work patterns and the work environment
  • Control – how much say the person has in the way they do their work
  • Support – this includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues
  • Relationships – this includes promoting positive working to avoid conflict and dealing with unacceptable behaviour
  • Role – whether people understand their role within the organisation and whether the organisation ensures that they do not have conflicting roles
  • Change – how organisational change (large or small) is managed and communicated in the organisation

Employee wellbeing is one of the areas where HR and H&S can work in partnership to ensure that the inherent health hazards associated with work are identified, understood, and appropriately managed.  Working together they have important roles in communicating information to employees on health and wellbeing, providing the necessary policies and procedures to manage the risks and to provide the necessary information, instruction, and training to equip employees with the knowledge they need to keep themselves safe and healthy.

If you have any queries about the health and safety in your workplace, or if you are worried about the wellbeing of your employees please do not hesitate to get in contact with Lee Craig, Donna Wrigglesworth or your usual AAB People contact.

This blog is part of our series on Workplace Wellbeing, you can read the first blog of the series here.

 

Proud to support a diverse range of clients

What Is Workplace Wellbeing?

Workplace wellbeing encompasses activities, programs, policies and strategies that aim to promote both positive physical and psychological health at work. However, many also overlap with personal wellbeing outside of work because, let’s face it, employees can’t maintain good wellbeing at home but not at work and vice versa.

Workplace wellbeing has become increasingly important within many organisations in recent years with the rise of hybrid working and the knowledge of research that shows 34% of people say work is the biggest cause of stress in their lives.

Job and financial Security

The last few years have seen many businesses, either collapse or make mass redundancies, often without notice. This news can establish uncertainty in people that may have been a loyal employee for many years, let alone relatively new employees or people working in start-up businesses.

Since the pandemic, both job and financial security have become big worries for millions of people. Whilst no company can be completely sure that they won’t ever have to make redundancies, they can put backup plans and strategies in place to support employees through these difficult times. This can be as simple as ensuring that a reasonable notice period is given to employees to find new jobs and fair redundancy settlements are provided.

As many organisations are currently feeling the pinch on their finances, it can make it harder to fairly compensate employees and stay afloat. Some tips employers can follow to make sure employees are fairly compensated can include: benchmarking job salaries against national or regional averages for the same positions, analysing your gender and ethnicity pay gaps as well as the diversity of your workforce across the organisational structure, implementing career progression and skills development strategies for everyone so that they can increase their career and earning potential, and investing in an Employee Assistance Programme (EAP) that is rich and diverse in benefits and perks that employees can make use of.

Employee Support

Support covers so many aspects of workplace wellbeing. Ensuring professional support to help employees develop and improve skills or further their career, or emotional or physical support in times of need (for example, financial difficulty, experiencing problematic behaviour, ill-health or simply giving any sort of advice). Support is something that not only senior leaders must be ready to provide but one that all employees can work on.

The bottom line is, if employees don’t feel supported, they are more likely to leave or suffer in silence, which could result in higher levels of absenteeism and presenteeism and lower levels of productivity.

A good work-life balance can mean something completely different to each person, making this almost impossible for organisations to get right when they look to make adjustments in the workplace. However, sometimes simply giving people open options such as the choice to work completely remotely and discussing individual needs like certain days or times off for childcare is one of the best ways to try and cater to a range of different needs.

Employee Health

Both physical and mental health of people has taken a front seat in the last few years. Enhanced sick leave policies that also integrate the need for people to take time off for mental health reasons, EAPs that provide benefits such as private healthcare, access to online GPs, free sight and hearing tests, and general compassion and understanding for those with health issues or who are carers, are all gradually more standard and sought after requirements for employees. However, currently only 25% of UK companies have an employee well-being programme in place.

Stress is one of the biggest causes of long-term sickness, every year millions of working days in the UK are lost due to work related stress. Absence is very expensive for employers due to the loss of productivity and the associated costs of paying sick pay to the absent employee and paying for temporary cover for the employee’s work, whether by employing additional staff or paying existing staff overtime. Where employees experience stress this is likely to have other serious consequences for the workplace. Stress can result in poor performance, low morale, accidents, costly tribunals, and civil claims against the employer.

With all this in mind – What can you do as leaders to prevent workplace stress?

It is good practice to take steps to reduce the risk that stress may occur within your organisation, even where you do not consider that any of your employees are currently experiencing stress related symptoms. You could take the following steps to help to prevent stress:

  • Encourage communication within the team:Where employees feel that they can discuss problems with their colleagues this can help to reduce the risk of stress. This could be achieved by holding regular team meetings and encouraging staff to approach you and colleagues informally with any issues that they have.
  • Foster good relations with employees: Taking the time to get to know your team members is key, so that changes to their normal behaviour are easier to spot. Develop an understanding of each person’s stressors in your team.
  • Ensure that employees have an appropriate amount of work to do:Where employees feel that they are unable to cope with their workload, this can cause stress. Regularly review the amount of work employees have, for example at regular one to one sessions. You should consider the impact of absences and departures on remaining staff and how the work can be shared fairly within the team.
  • Ensure that individuals take proper breaks: Checking that employees are not regularly working long hours and that they take regular breaks. If an employee is consistently working through lunch or beyond their contracted hours, you should try to establish if this is because of a short-term increase in work or if it is a longer-term issue. You should set a good example by taking breaks and working appropriate hours.
  • Have regular meetings with employees: Having regular meetings with team members about their work will give you a good idea of what employees are doing and any problems that they have. Set realistic goals and expectations.
  • Provide appropriate training: You should conduct regular reviews to identify training needs for the members of your team. Employees could be involved in identifying their own training needs. Where training needs are identified, you should provide training. Training is particularly important for employees who have additional responsibilities following a promotion.
  • Be alert during periods of change: You should keep employees well informed and encourage them to raise concerns during periods of change, for example when the organisation is going through a restructure. Where possible, you should involve employees in decision-making. You should be alert to the possibility of employees experiencing stress during this time.
  • Recruit employees who have the skills to perform the role: When recruiting, you should consider what the duties of the job will be and what skills and experience the successful candidate will need. This will help to ensure that the right person is recruited to the job, so the job-holder does not feel out of their depth.
  • Do not delay: You should take immediate action when you suspect that an individual is stressed or when an employee informs you that they are experiencing stress. This should help to avoid the problem escalating. You should seek support from HR and Mental Health First Aiders if applicable if in doubt.
  • Empower and include people. Provide them with a sense of belonging
  • Ensure pyschological safety – make sure everyone feels they can speak out without feeling criticised or bullied.
  • Ensure good job design – it is varied and challenging.
  • Give recognition!
  • Promote a good work life balance – role model good wellbeing habits. Don’t email out of hours or at the weekend for example. Promote physical, mental, emotional, social and financial wellbeing.

Health is a key area many employees find they encounter the most troubles with when it comes to disputes with their employers. To tackle these, employers must make sure that they have a better understanding of different disabilities or health issues, what constitutes discrimination based on them and how they can prevent mental health problems or support those with them, especially if they are as a result of workplace bullying, discrimination or harassment. How are employers tackling the cause of the problems as well as the consequences?

Another effective strategy is the implementation of wellbeing awareness training and workshops which address specific concerns, such as burnout, stress management, and the unique challenges posed by women’s health issues such as menopause. These sessions offer practical, sustainable solutions and foster a sense of community and support among employees. Unlike digital tools, they require active participation, which can lead to longer lasting impacts on health and wellbeing. Over and above empowering the workforce, providing employees with knowledge and specific tools to manage their health proactively, they create a culture of inclusion, fostering confidence and helping employees feel truly valued.

If you have any queries about workplace wellbeing please do not hesitate to get in contact with Donna Wrigglesworth, or your usual AAB People contact.

Proud to support a diverse range of clients