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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.
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.
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.
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.
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.
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.
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.
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
Leaders within organisations.
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.
All sectors.
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!
“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!”
“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!”
“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.”
“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!”
Any Private or Public Sector Organisation.
Whistleblowing Service. Fraud Prevention and Investigation.
Government. Leisure. Hospitality & Retail. Financial Services. Industrial. Food and Drink. Healthcare. Public & Third Sector.
Sean McAuley is the Senior Manager of our specialist Whistleblowing team. The service gives clients a comprehensive set of safe and secure reporting channels that their employees can access should they have any concerns about unethical behaviour which may be occurring in their organisation. Employees can speak to a trained call handler in confidence, 24/7, 365 days a year.
Sean’s role is to forge and manage relationships with clients who use the service around the UK and worldwide. He also plays a central role in shaping and growing the business, looking for innovations in its service delivery and ensuring clients receive the services in accordance with their unique service needs. Based in Aberdeen, Sean also heads up the firm’s Fraud Prevention and Investigative Service where he advises on policies and procedures and undertakes comprehensive fraud risk assessments to organisations. Sean is a member of the Association of Certified Fraud Examiners.
“I worked in local government for more than two decades investigating widespread fraud before AAB asked me to join them and manage the whistleblowing services. I’m an organised, innovative individual with extensive experience both as a counter-fraud manager and in project management. I’m a certified Fraud Investigations Manager and a member of the Association of Certified Fraud Examiners (ACFE) so AAB knew I had all the experience they needed to do a great job for them. Now with the fantastic support of AAB and my team, we have grown the business to the essential service that it is today.”
“I think I’m quite a dogmatic person. If there’s something I want to do, I will persevere until I get there. But on the other side of the coin, I’m also very approachable and a good communicator. So when I’m dealing with people, I think they warm to me and find me easy to get on with.
I would also say that I’m loyal – something that I believe is incredibly important in any organisation. Clients need to know that you’re invested. That you’ll still be there when they need you. And they want someone they can trust. It’s all about giving them confidence really.”
“Although I have extensive experience in fraud and whistleblowing, this is my first role where business development is a fundamental and key area in delivering services. This is why building relationships with our clients is important. I’m open, transparent and ensure that I’m always there for them. And when someone shows an interest in my service, I want to be reactive and give our clients as much useful information as I can to ensure that their services are provided in accordance with their unique service needs. I think in doing that we offer a service that’s discreet, sensitive, professional and really important. And I’m proud of that.”
“Trust, impartiality, and protection are the three key areas that both define, and are embedded in, our whistleblowing services. We build trust by supporting whistle-blowers with empathy and understanding throughout their journey. Listening to employees without bias and taking no sides in the raising of whistleblowing reports is key to building trust and reflecting our independence and confidentiality. This is why putting time into these key crucial areas ensure we continually improve our services for our clients now and into the future. Having the right resources in place with the right expertise and experience embodied with the right technology will continue to allow us to grow and thrive, while allowing it to become one of the most valued whistleblowing service providers across the globe.”
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:
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.
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.
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.
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.
SMEs. Start Ups.
Employee Relations Management. Recruitment & Onboarding. Day-to-day HR queries. Employment Law Compliance. Review of HR Documentation and Policies/Procedures. Optimising HR Processes. HR Process Development / Redesign.
Leisure, Retail & Hospitality. Technology. Industrial.
As an HR Consultant, Katie Bremner’s main goals are to build good client relationships, and to provide best practice advice across a variety of HR areas. Katie provides her clients with advice and support through any HR processes and employment matters.
She supports her clients in a range of ways, such as by reviewing documents such as employment contracts, company handbooks and client specific policies. Being proactive in her role ensures that her clients feel supported.
Katie works closely with the senior management teams (such as directors and any HR employees that the company may have) of her clients, who are from a multitude of different sectors, including retail, data science, and waste management.
“I would say an ideal client relationship would be having good and open communication. Part of my role is to understand the client’s needs, goals, and expectations, which I believe can be achieved through listening to the client so that we can work collaboratively to achieve their business objectives.”
“Clients expect openness and honesty from me. Clients come to us for advice on any challenges or opportunities they are facing, and I think it is important to be honest when giving advice. We are there to support the client but also the colleagues so it is important to be open with the client and establish any risks they may face and work together to follow the option that is legally and ethically appropriate.”
“I think being able to develop relationships is one of the most satisfying aspects of my job. I think it is important to understand that the relationships between myself and the client, and my colleagues and I are not transactional. My role is to continuously communicate with clients and colleagues and foster an ‘open door’ policy so that I am perceived as approachable and reliable. My role is about understanding the client’s and colleagues’ needs whilst building trust and communication, collaboration, and a shared commitment to achieving goals and driving their business success.”
“I think that technology has enabled me to be able to do my job more efficiently and effectively. Clients have different ways of working; some prefer to have a more virtual relationship and others prefer to have us on-site and embedded into their work environment. I think it is important to tailor to the wants of the client and through technology, it is now possible to carry out my job fully in either a more hands-on way or an entirely virtual way, and still achieve the best outcome for the client.”
“I think the biggest challenge in our area of expertise would be the ongoing changes to employment law. As HR professionals, it is crucial that we stay up to date with any and all changes so that we can best advise our clients.”
“Being able to continuously grow my knowledge and experience is something I am very excited about. I think AAB Group as a whole including AAB People has a huge amount of knowledge and expertise that I can learn from. Building relationships with my clients is something that also excites me. I think it’s so interesting to see how each client works and see how my role contributes to them achieving their goals.”
“Collaboration is something that is fully embedded in the People Team at AAB. The team has years of experience and knowledge, and everyone is so willing to share this with their colleagues. I think this is crucial in our role as we are able to get involved in unique cases and projects that open us up to taking new approaches in our role as consultants.”
“I think often HR has a bad reputation – people sometimes assume we are there to bring bad news. I do think it is important to understand how much HR has evolved over the years and, at AAB People, our focus revolves around people and our roles are designed to assist our clients in fostering a supportive and positive workplace for their employees.”
SMEs. Medium sized companies. Business owners and directors. Large organisations. Large international organisations. Start ups. High growth businesses.
Building line management capability. Team Development. Unlocking employees’ potential. Supporting organisational objectives.
Business Services. Technology. Family Business. Industrial. Public Sector. Leisure, Retail & Hospitality.
Based in our Belfast office, Rhonda Redfern is a dedicated Learning & Development Consultant renowned for her ability to craft tailored solutions that precisely address her clients’ needs.
Her expertise lies in orchestrating programs that uplift organisational achievements by empowering employees to elevate their performance, realise their potential, and evolve personally and professionally.
Rhonda’s methodology is characterised by an open-minded, forward-thinking, and personable demeanour, which resonates well with her clients. She thrives on collaborating with organisations that embrace innovation and are committed to nurturing their workforce’s growth and development.
Rhonda’s approach fosters an environment conducive to exploring new avenues and unlocking fresh perspectives in learning and development initiatives.
“My curiosity drives me to continually seek knowledge and push the boundaries of my capabilities. I thrive on staying abreast of the latest trends and methodologies in learning, immersing myself in networking events, reading insightful articles, and drawing inspiration from TED Talks. Yet, perhaps the most enriching aspect of my journey is the vibrant synergy within our team. The collective expertise we possess fuels my passion for growth, as each interaction becomes a wellspring of motivation and inspiration. Being immersed in such a dynamic environment ignites my drive to evolve and excel, propelling me ever forward on the path of professional development.”
“Receiving praise from a client who acknowledged my passion for our work and highlighted my approachability was truly humbling. It reaffirmed my commitment to ensuring clarity and understanding throughout our clients’ journey. Knowing that I can effectively convey concepts in a manner that resonates with them is immensely gratifying. It’s a testament to my dedication to fostering meaningful connections and delivering exceptional service, ultimately contributing to our clients’ success stories.”
“I firmly believe that organisations are experiencing a pivotal shift towards recognising the inherent value in nurturing and advancing the individuals within organizations. In times of financial scrutiny, learning and development often bear the brunt of cost-cutting measures. So, it’s truly refreshing to collaborate with clients who prioritise their people and grasp the enduring benefits of investing in talent development. The best organisations champion a culture where the growth and enrichment of employees are not just priorities, but integral components of long-term organisational success.”
“The core values that resonate deeply with me are centred around our clients being our passion, and collaboration serving as our superpower. There’s nothing quite like the fulfilment that comes from delivering unparalleled service to our clients and witnessing the positive impact it has on their organisations. When we unite as a team, the outcomes are truly extraordinary. I am particularly drawn to environments where collaboration is not just encouraged but celebrated as our greatest asset. This collective synergy not only enhances our ability to serve our clients effectively but also fosters personal and professional growth. It’s invigorating to be part of an organisation where profound knowledge and expertise abound, creating a fertile ground for continuous learning and development.”
Start ups. Small and medium-sized businesses. Large established companies.
By providing expert strategic and operational HR advice to businesses to add value through their HR/People function and strategy.
Technology. Professional services. Engineering. Manufacturing. Leisure, retail & hospitality.
Shannon’s role is varied and involves advising on employment law queries, managing complex employee relations cases, organisational restructures, conducting HR audits, employee onboarding and benefits, recruitment and selection, and other aspects of the employee lifecycle. She also acts as the HR department for many clients where she is available as a trusted point of contact for employees on any queries/issues that may arise.
“My clients expect that I will provide them with professional expert advice to ensure compliance with employment legislation and best practice. They know that they can trust me to provide reactive support for any HR need which may arise, as well as proactively helping them to plan for the future. Watching my clients grow from strength to strength and knowing I have supported them through every stage of their journey is one of the most rewarding elements of my role.”
“I am commercially focused, flexible, responsive, and truly passionate about my clients’ businesses and contributing to their success. I pride myself on building lasting relationships through delivering results and understanding the unique aspects of my clients’ business. I continually adapt my approach based on the evolving needs of my clients to ensure a bespoke service.”
“It’s important to be assertive and feel comfortable to challenge our clients on the way they do things to ensure fairness and drive continuous improvement. My clients know that they can rely upon me to be honest and always provide pragmatic advice that is in the best interests of their business and their employees.”
“I enjoy a hybrid approach to working and adopt my approach where necessary to meet the needs of my client. I am always keen to visit my local clients onsite whenever possible and this can be a great way to immerse myself in my client’s business, values and ways of working. However, many of my clients operate globally and face to face meetings aren’t always possible. Working for a technology enabled business allows me to easily connect with these clients using virtual tools such as Zoom, Microsoft Teams, and slack channels to ensure effective day to day communication.”
“Collaboration is one of our values at AAB and is something which I think is essential within the team. We have an incredibly supportive team where everyone is happy to help and no question ever seems too silly! I know that there will always be someone in the team who has specialist knowledge on a certain topic – this ultimately benefits our clients and ensures that we provide the best guidance and advice possible.”
“The greatest compliment that a client has paid me is that they value and rely upon me as they would an in-house HR Manager and that I am considered to be part of their team. It is always incredibly rewarding when a client can see the value in your work and positive contribution to their business.”
Internal HR teams. Business owners & directors. Start ups. SMEs. Large international organisations.
Outsourced HR function. Team development. Employee relations management. Employment law compliance. Optimising HR processes. Recruitment & onboarding. HR & employment law training. Investigation and disciplinary procedures. Day-to-day HR queries.
Business Services. Leisure, retail & hospitality. Industrial.
Justyna Kowalska is a Senior HR Consultant and experienced Employment Law Consultant at AAB People. Specialising mainly in the legal framework of the Republic of Ireland, Justyna is also knowledgeable about Northern Irish and broader UK employment law.
Justyna holds Advanced Diploma in Applied Employment Law from Honorable Society of Kings Inn’s, the School of Law in Dublin, and Diploma of HR Management. She has also received Award in Employment Law with CIPD qualification of Level 9 and she is accredited mediator.
Justyna works with clients from a wide variety of sectors, either supporting their existing HR departments or acting as their HR person. Her main responsibilities involve – but are not limited to – advising clients in all employees related issues and queries, conducting formal and informal meetings, providing documentation and bespoke letters support, employment law compliance, statutory entitlements, assessing risk and provide trainings to employers and employees.
“The ideal relationship with a client for me is one that is consistent and based on clear communication. It is my priority to make sure that the client is well informed and knows exactly what the next steps are in relation to any case I am dealing with. Communication is a key building relationship with client.”
“I think clients expect clear answers and solutions from me. I always make sure that I give my clients options so that they can make their own decision. I will assess the risk and give the client my informed opinion what would be the best route, but giving the freedom of making the decision is very important to my clients.”
“With regards to clients and colleagues alike, the most satisfying part of is building good relationships with them. When it comes to clients the other main point of satisfaction is seeing their satisfaction with our services. And with colleagues, I find it really fulfilling when I can support them or learn from them.”
“When it comes to my preference of methods of communicating with clients, I really don’t mind! I am happy with any type of interaction with clients, so I always make sure I adapt to clients’ needs and to the type of query I am dealing with. I like meeting clients in person and learning more about them, but any form of interaction gives me the chance to find out more about the client and how I can best support their needs.”
“The main challenge in my line of work can be sometimes the employment law changes and the actual interpretation of new legislations. That involves lots of research and many follow ups. It takes time and additional upskilling sessions if required but it also provides a lot of satisfaction when we’re able to explain complicated legislation and legal complexities to our clients in simple language.”
“I am really looking forward to exploring the opportunities that being part of the wider AAB Group brings, as well as being able to offer all the additional services to our existing clients that we are able to offer as part of the group.”
“We are a client-focused firm, and our priority is to deliver high-level professional service to satisfy our clients and support them with answering any queries they might have. We aim to help clients to achieve their goals, relieve them of stress, and basically just make sure they can sleep peacefully at night! We are genuinely passionate about this.”
“The greatest strengths I bring to AAB are simple – my extensive knowledge of employment law, and my excellent problem-solving skills.”
Supporting experienced consultants within the team of a large organisation.
SMEs. Owner managed businesses. Large organisations.
Leisure, retail & hospitality. Industrial. Manufacturing. Transport.
Judith Kidd is an Associate HR Consultant at AAB People. She helps clients by giving them realistic and tailored advice on their relations matters, that’s perfectly compatible with their unique situation and needs. She is currently supporting the HR team of a large transport company in Northern Ireland on behalf of AAB People, giving her the opportunity to continually develop her skills and knowledge. One thing that has been very clear for Judith since the start of her journey with AAB People, is that she is working alongside individuals with a wealth of knowledge, who really ensure that each and every client relationship is genuine and meaningful.
“A really strong client relationship is key to building a foundation of returning customers. That customer will remember the relationship with us rather than the specific details of the work carried out. I definitely think that is important within the HR world.
I always make sure that clients can expect honesty from me, as well as a real genuine interest in providing them with advice that they can trust.”
“The most satisfying aspect of working with so many clients is learning about all the different industries in which our clients operate, as well as how our clients operate. I find it fascinating as I came from 15 years of retail management, so this is developing my knowledge of multiple industries while only working for one. When it comes to colleagues, everyone has made my time at AAB People so welcoming – the support from the team is unreal. I don’t feel hesitant to approach anyone, and even with hybrid working I still feel part of a really tight team.”
“I love new tech, so being part of a tech-enabled group really excites me. I do, however, find it important to have a balance of both virtual communication and more traditional face-to-face communication, particularly since not everyone is so ‘hands-on’ with tech. Everyone learns in different ways, so it is important to cater for all preferences. For example, I am quite a pragmatic learner – I often learn by doing. I’m always eager to try something out myself before sitting down and reading any instructions! This type of learning isn’t always easy via virtual.”
“What excites me most about my professional future is building a larger and stronger profile within a trustworthy team; a team that supports each other to develop and promotes ongoing learning. I am continuing my CIPD studies and that is something that is supported by senior team. My development is key to building my career within the organisation. I also like the idea of other routes in tech that support the HR world so who knows what courses I might sign up for next.”
“I strongly believe that it is our range of skills, backgrounds, interests, and approaches that makes us strong. We challenge our assumptions, welcome different perspectives, and celebrate variety.
It is important it be open to individuality and be able to respect an opinion that differs to our own. This builds on an inclusive environment and sets the tone for the person coming behind us. I’m glad to work with colleagues where respect and trust are built into the fabric of the team.”
“As a new associate consultant I have a range of experience from retail management roles and I think having confidence already built in to deal with clients is a good strength. People management is a crucial skill to have in my professional area, and I think it’s something I’m naturally very strong in.”
“The way HR can be perceived can be frustrating. Many think its mostly about the disciplinary side within a workforce, but there is so much more to being a consultant. It’s a role that introduces and takes care of so many positives, as well as difficult necessities.”
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.”
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.
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.”
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.
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.
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 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.
