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The hidden caring responsibility more employers need to talk about

Claire on September 30, 2026

For many years, conversations about workplace support have focused on childcare responsibilities. But another caring challenge is quietly growing, affecting employees across every sector and level of seniority.

More people than ever are balancing work alongside caring for ageing parents, partners or relatives.

Whether it’s attending medical appointments, arranging care, managing finances or simply providing emotional support, these responsibilities can be significant. Yet many employees carry them silently, often worried about how they will be perceived at work.

As people live longer and retirement ages increase, many employees find themselves supporting older relatives while still working full-time.

Some are part of what is often called the “sandwich generation” – juggling careers, children and ageing parents all at once.

Unlike childcare responsibilities, caring for elderly relatives is often unpredictable. A planned hospital appointment can quickly become an emergency. A routine phone call can turn into a crisis.

As a result, employees may experience increased stress, exhaustion and anxiety, while trying to maintain their usual workload.

Why this matters to employers

Employees rarely leave their personal lives at the door.

When someone is worried about a parent living alone, navigating a dementia diagnosis or managing care arrangements, it inevitably affects their wellbeing and ability to focus.

Without support, organisations may see:

  • Increased absence
  • Higher stress levels
  • Reduced productivity
  • Burnout
  • Valuable employees leaving the workforce altogether

Many businesses are already investing heavily in employee wellbeing. Supporting carers is becoming an important part of that conversation.

What employees need most

While every situation is different, employees caring for elderly relatives often value:

Flexibility

The ability to adjust working hours, attend appointments or work remotely when needed can make a huge difference.

Understanding managers

Often, employees don’t need special treatment. They simply need managers who listen, show empathy and understand the challenges they may be facing.

Open conversations

Many employees don’t disclose caring responsibilities because they fear being seen as less committed. Creating a culture where people feel comfortable discussing their circumstances can help them access support before problems escalate.

Practical support

Employee Assistance Programmes, wellbeing resources, carers’ policies and signposting to external support organisations can all play an important role.

Creating a more compassionate workplace

Supporting employees with caring responsibilities isn’t just about policies. It’s about recognising that life stages change.

Today’s employee may be caring for young children. Tomorrow, they may be supporting an elderly parent through illness or declining health.

The organisations that attract and retain great people are often those that recognise these realities and respond with empathy, flexibility and understanding.

Looking ahead

As the UK’s population continues to age, caring responsibilities are likely to become an increasingly important workplace issue. Forward-thinking employers are already beginning to consider how they can support employees through every stage of life, not just parenthood.

Because when people feel supported during life’s most challenging moments, they’re more likely to remain engaged, committed and able to thrive at work.

And ultimately, creating a workplace where people can bring their whole selves to work isn’t just good for employees. It’s good for business too.

Many employers have developed strong support systems for working parents. The next opportunity is to ensure the same understanding and flexibility is available to employees caring for ageing loved ones. As our workforce evolves, so too must the way we support our people.

Whether you’re reviewing your wellbeing strategy, developing a carers policy, training managers to have supportive conversations, we’re always happy to chat. Sometimes a simple conversation can be the first step towards creating a more supportive and compassionate culture for your people.

Where you can find further support

Carers UK
 Advice, information and support for unpaid carers.
Helpline: 0808 808 7777
 Website: www.carersuk.org

Age UK Advice Line
 Support and guidance on care, finances, benefits and later life planning.
 Helpline: 0800 678 1602
 Website: www.ageuk.org.uk

Alzheimer’s Society Dementia Support Line
Information and support for anyone affected by dementia.
 Helpline: 0333 150 3456
 Website: www.alzheimers.org.uk

NHS 111 
For urgent medical advice when it’s not a 999 emergency.
 Call 111 or visit www.111.nhs.uk

Samaritans
 Available 24 hours a day for anyone struggling to cope or needing someone to talk to.
 Helpline: 116 123
 Website: www.samaritans.org

A Guide to supporting Menopause in the Workplace

Claire on September 30, 2026

This guidance is intended to raise awareness about perimenopause and menopause, to help you foster an understanding and promote an inclusive workplace that supports everyone equally.  It is essential that employers know how to support workers experiencing symptoms to ensure they meet their legal responsibilities, but also that women in this group are able to contribute to the workplace and benefit from work.

Whilst the menopause is not a specific protected characteristic under the Equality Act 2010, if an employee or worker is put at a disadvantage and treated less favourably because of their  symptoms, this could be discriminative if related to a protected characteristic e.g. age, disability, gender reassignment or sex.

All employers under the Health and Safety at Work Act 1974 stipulates an employer must, where reasonably practical, ensure everyone’s health, safety and welfare at work.

Introduction:

Roughly half of UK workers are women, all of who will experience the menopause, a natural stage of life that millions of women workers are either going through now or will experience in the future.  The menopause is marked by the changes in the hormones and the ending of menstruation (when a woman’s periods stop for 12 consecutive months).

For most women it happens between the ages of 45 and 55, although some women experience it in their 30’s or earlier.  In the UK the average age for a woman to reach the menopause is 52.  During the period before the menopause (the perimenopause) these changes lead to menstrual irregularities.  There are many symptoms associated with both the perimenopause and menopause stages and every individual’s experience of the menopause will be different but some of the most common symptoms include hot flushes, palpitations, night sweats, skin irritation, sleep disturbance, fatigue, poor concentration, mood disturbance, irritability and more.  Overall, this period of hormonal change and associated symptoms can last for several years.

The menopause can lead to changes both in physical and emotional changes which can affect both her work and her relationship with her colleagues.  It’s important we recognise workers experiencing perimenopause and the menopause and that they feel they can openly discuss this stage in their life and raise any issues or discuss any concerns, and that managers are aware of their responsibilities in acknowledging, raising awareness and supporting colleagues who are going through the menopause.

It’s important to provide a supportive environment for colleagues experiencing menopause symptoms, which includes understanding the challenges and offering support where needed.  Those experiencing the menopause also need to know that there is someone they can go to and discuss any menopause related concerns or specific adjustments needed.

 

Menopause vs Perimenopause

Many women can begin to experience perimenopausal symptoms in their 30s, years before they experience menopause. Below explains the difference:

 

Perimenopause Menopause
  • The transition phase leading up to menopause.
  • The point at which you have gone 12 consecutive months without a period
  • Hormone levels (particularly oestrogen) fluctuate significantly.
  • Periods have stopped completely
  • Periods become irregular, heavier, lighter, or more frequent.
  • Menopause itself is a point in time; after this, you are considered postmenopausal
  • Can last several years, often 4-10 years

 

Impact:

Many workplace impacts commonly associated with menopause occur during perimenopause when symptoms are often at their most unpredictable.

Workplaces can negatively influence symptoms experienced, more specifically;

  • Work stress, and work overload, such as exceptional job responsibilities and unpredictable/ long/ inflexible working hours/ shift work.
  • Lack of autonomy.
  • No temperature or ventilation control.
  • Inability to take breaks discreetly/ easily.
  • Unwelcoming workplace environments or sexist/ ageist cultures.
  • Standardised work wear.

However, work can also positively influence perimenopausal and menopausal transition in a variety of ways, such as:

  • Provide an escape from home stresses.
  • Social support from colleagues and workplace friendships.
  • Increasing self-esteem and a sense of identity by being competent at work/ and or retaining financial independence.
  • Provide positive messaging surrounding menopause and mid-later working life.

Support:

Colleagues experiencing the menopause need support from both the Company and their manager.  With any longstanding health-related condition this is crucial and can make a big difference to how a colleague will deal with the issues arising from the menopause.  Work can affect colleagues working through the menopause in various ways, especially if they cannot make healthy choices at work or do not have the autonomy to make changes to her working environment.

How can Managers support:

Managers need to be aware of the steps they can take to support colleagues experiencing the menopause.

Some simple steps:

  • Wait for the colleague to self-identify as experiencing menopausal symptoms – however, if you observe a colleague displaying symptoms such as hot flushes you might want to use that as an opening to a conversation and asking is there anything you can do to help make the colleague more comfortable.
  • Prepare for a positive experience during initial disclosure – be open to discussions and approach the subject with a positive mindset, remembering it’s OK not to have all the answers during initial conversations.
  • Work collaboratively with others as required.
  • Offer support – allow time and space, whether the colleague is requesting an informal or formal approach, allowing for a confidential space and systematic approach that allows the colleague to raise concerns or worries and to work through those together.
  • Develop a working plan – given each colleague’s experience is unique to them each employee may need different forms of support. Get an idea of what they might require to improve their symptoms at work.
  • Review the plan and support the arrangement regularly.
  • Training Line managers about the menopause and their responsibilities to colleagues experiencing it. Ensuring managers are clear about what support and assistance they are required to offer, including what adjustments maybe necessary to support colleagues who are experiencing the menopause.

Training:

There are lots of free tools and training available about the menopause to raise awareness and understanding, ensuring you can offer appropriate support and your responsibilities to colleagues experiencing it.

Please refer to Further Support Section for guidance.

Flexible Working:

The Company should be committed to offering flexible modern employment practices, which recognise that all employees want to strike a sensible balance between work and their home life and that different balances maybe needed at different times during the employees’ working life.

Line managers should be encouraged to consider flexible working arrangements to support employees experiencing menopause symptoms.

Reasonable Adjustments:

If menopause symptoms have a long term and substantial impact on a woman’s ability to carry out normal day-to-day activities, they may be considered a disability.  Under the Equality Act 2010, and employer is under legal obligation to consider and make reasonable adjustments and to not discriminate against the worker.

This is where an individual risk assessment can be adopted to determine how the employee’s symptoms are impacting their ability to carry out their role and identify any reasonable adjustments that may help e.g. access to cold water, adjustment to hours, etc.  This may include an Occupational Health Referral in some cases to determine what those reasonable adjustments may look like.

Additionally, worker experiencing menopause symptoms may be protected from less favourable treatment related to their menopause symptoms on the grounds of age and sex.

Sickness and Absence Management Policies:

Because the menopause can be long term and affects everyone differently, managing absence from work should be handled sensitively.

Mangers are encouraged to keep talking to colleagues, including any performance issues which may be because of menopause symptoms, and should be prepared to look at and consider reasonable adjustments.

Sickness absence arising because of the menopause should be recorded separately from other absences, and whilst there is no law for this type of time off, all reasonable steps should be made to allow colleagues to attend medical appointments related to the menopause.

Risk Assessments:

Assessments are a useful tool that help you consider the specific needs of those experiencing the menopause and ensure that that working environment will not make their symptoms worse.  This may include reviewing temperature and ventilation, uniform materials provided to employees.  Assessments should also address welfare issues such as toilet facilities and access to cold water.

It is important to remember that workplace stress can impact menopausal symptoms, therefore stress should be risk assessed alongside concerns like temperature and access to facilities.

Employee Assistance

Employee Assistance Programmes can help companies create an ethos by creating an environment where colleagues feel supported.  They are intended to help employees and those living in the same household deal with personal problems that might adversely impact an employee’s performance at work as well as their life, health and wellbeing.

Menopause and Wellbeing Champions/ or Menopause Support Group:

If you don’t have access to an EAP system but to help promote a positive attitude to supporting those experiencing the menopause you might want to consider a support group, and or a menopause or wellbeing champion at work that can help those affected by the menopause.  From providing initial point of contact for a colleague or a safe space to talk through their concerns, especially if the employee feels uncomfortable talking to their manager in the first instance but be able to signpost colleagues to helpful resources and where they can find more information.

Remember to treat all information related to an employee’s menopause with the utmost confidentiality.

Further Support/ Resources:

Useful sources of information and training links:

NHS

Menopause Matters

The British Menopause Society

ACAS – menopause at work guidance

ACAS – training on menopause at work.

 

What is a Fractional Service and why are more businesses choosing it? 

Claire on August 18, 2026

As businesses navigate economic uncertainty, skills shortages, change programmes and the need for specialist expertise, many are turning to a growing solution – fractional services. 

At Realise HR, we’ve expanded our offering to include fractional services because we’re seeing more businesses needing senior-level expertise without the cost or commitment of a full-time hire. Yet many business leaders still aren’t familiar with the concept or how it could benefit their organisation. 

But what exactly does “fractional” mean? 

Let’s break it down. 

A fractional service gives a business access to an experienced specialist on a part-time, flexible or project basis. Rather than employing someone full-time, you essentially “share” their expertise with other organisations and only pay for the time and support you need. 

Think of it as having access to a senior leader, strategic advisor or specialist professional without the salary, benefits, recruitment costs and long-term commitment associated with a permanent hire. 

For example, instead of hiring a full-time HR Director, Finance Director or Marketing Director, a business may engage a fractional professional for one day per week, a few days per month or to support a specific project on a more focused basis. 

At Realise HR, we understand that every business is different. 

Some organisations need ongoing strategic support. Others need expertise for a specific project, period of growth or organisational challenge. 

Our fractional services are designed to provide the right level of support, at the right time, helping businesses access experienced professionals without the commitment of a permanent appointment. 

Here’s how some of our clients are using Fractional services 

  • Example 1: A large national charity going through a period of change with a full Organisational Design change programme. Our fractional HR executive is leading the project in partnership with the full executive team 
  • Example 2: A global tech software business decided to take up our fractional services to lead the global HR team during a period of maternity leave.  
  • Example 3: A national further education provider is on a technology transformation journey and have engaged a fractional IT Business Systems specialist to support with this project over the coming 12 months.  

While fractional HR support is becoming increasingly common, the model extends across many business disciplines. 

When should you consider a Fractional Service? 

You may benefit from fractional support if: 

  • You’re growing rapidly 
  • You’re going through Merger & Acquisition activity 
  • You’ve recently attracted investment into the business 
  • A senior leader has left and you’re not sure if a full time replacement is required 
  • You need specialist expertise for a particular project. 
  • You need strategic guidance but have limited budget and don’t want to add to your fixed overheads 
  • You want to strengthen leadership capability without increasing headcount. 

Fractional services are no longer just a trend. They are becoming a smart, practical solution for businesses that want access to specialist expertise without the overheads of a full-time hire. 

Whether it’s HR, finance, marketing, operations, sales or technology, fractional support allows organisations to access the right skills, at the right level, at the right time. 

For many businesses, it is the perfect balance between flexibility, affordability and expertise. 

Interested in exploring how fractional support could help your organisation? Claire would love to chat – claire.mclean@realisehr.co.uk to discuss your business goals and discover the right solution for your next stage of growth. 

Cumbria entrepreneur ranked among UK’s top HR leaders as investment-backed growth creates new jobs

Claire on August 3, 2026

Claire McLean, founder and CEO of Realise HR, has been recognised as one of the UK’s most influential HR professionals, securing the No.11 position on HR Magazine’s prestigious HR Most Influential List 2026, up from No. 25 last year.

The annual list is independently assessed through peer nominations and external review, recognising those making a significant contribution to the people profession and demonstrating impact across organisations, workplaces and the wider HR community.

The recognition comes during a landmark year for Cumbria-based Realise HR. In March 2026, the business joined Stephenson Capital, the investment group led by entrepreneur Neil Stephenson, in a strategic move designed to support the firm’s next phase of growth while retaining its independent brand, leadership and people-first culture.

“I’m incredibly proud to be recognised by HR Magazine again this year, but this achievement belongs to the whole Realise HR team, our clients and everyone who has supported us on the journey. To be ranked amongst some of the most respected names in the profession is a genuine honour. What makes this particularly meaningful is being able to fly the flag for Cumbria. We often talk about innovation, leadership and entrepreneurship happening elsewhere, but there are incredible businesses being built right here in our region, creating impact nationally and internationally.”

— Claire McLean, Founder and CEO of Realise HR

Founded in 2016, Realise HR has grown from a one-person consultancy into an award-winning HR, recruitment and leadership development business supporting organisations across the UK and Europe. The company works with organisations ranging from SMEs to major brands on people strategy, organisational transformation, culture, recruitment and leadership development.

The March partnership with Stephenson Capital provides Realise HR with access to a broader commercial network, additional expertise and greater operational support, while enabling the business to continue operating with the same practical, people-first approach that has built its reputation.

McLean believes the story is also an important signal for female entrepreneurship and regional investment. Despite growing awareness of the funding gap, all-female founding teams continue to receive only a small proportion of global venture capital, with recent reporting placing the figure at around 2% to 2.3% depending on geography and methodology.

“Despite all the progress we’ve made, it remains far too difficult for female founders to access growth capital. That matters because it represents missed talent, missed innovation and missed economic opportunity. I hope our story shows that ambitious female-led businesses can be built from Cumbria, attract investment, create jobs and deliver national impact.”

— Claire McLean, Founder and CEO of Realise HR

Investment in growth and client impact

Realise HR has already begun investing in the next phase of its growth, with three appointments made since May to strengthen consultancy delivery, operational resilience and customer success.

In May, Sarah Caulfield joined as HR Consultant, strengthening the firm’s delivery team in response to a growing client base and increased demand for practical, commercial HR support. In the same month, Sue Nichol joined as Business Support Executive, adding further capacity to Realise HR’s back office and helping to strengthen the operational engine behind the business as it scales.

This month, Realise HR welcomed Pip Atkinson as Customer Success Partner. The newly created role will support the future growth of the client base and help ensure Realise HR’s services continue to deliver the impact businesses need and want.

“Growth is not just about revenue or recognition. It is about building the capability, infrastructure and client experience needed to deliver exceptional outcomes. Sarah, Sue and Pip each bring something different to the business, and their appointments demonstrate our commitment to investing ahead of demand. We want to be known not only for great HR advice, but for delivering measurable impact for businesses.”

— Claire McLean, Founder and CEO of Realise HR

The appointments underline Realise HR’s continued investment in talent, client experience and operational excellence following the Stephenson Capital partnership, while creating additional employment opportunities in Cumbria and reinforcing the company’s long-term growth ambitions.

“This is not the finish line. It is a reminder that geography should never limit ambition. We are proud to be a Cumbrian business, proud to be building something special, and excited about what comes next.”

— Claire McLean, Founder and CEO of Realise HR

Navigating HR Challenges as an Office Manager

Claire on July 14, 2026

In many small and growing businesses, the Office Manager wears a lot of hats.

One minute you’re coordinating suppliers, the next you’re organising a team event, and before you know it, someone is knocking on your door with a workplace issue that feels very much like an HR problem.

Sound familiar?

The reality is that Office Managers often become the first point of contact for employees. Whilst you don’t need to be an HR expert, knowing how to handle common people issues can help you support your team, protect your business, and recognise when it’s time to seek specialist advice.

Here’s some simple guidance to navigating HR issues with confidence.

1. Listen first, react second

When an employee brings a concern to you, your first instinct may be to solve the problem immediately. Don’t. Your role is to listen, understand the situation, and gather the facts.

Whether it’s a grievance, workplace conflict, absence concern, or wellbeing issue, avoid making promises or taking sides before you have the full picture.

Instead, focus on:

  • Listening without judgement
    • Asking open questions
    • Taking notes where appropriate
    • Maintaining confidentiality

Employees often just want to feel heard before any action is taken.

2. Know Your Policies

You don’t need to memorise every employment law regulation, but you should know where to find your company’s policies.

Common policies to familiarise yourself with include:

  • Sickness absence
    • Disciplinary procedures
    • Grievance procedures
    • Flexible working
    • Equality, diversity and inclusion
    • Bullying and harassment
    • Annual leave

Policies provide consistency and help ensure everyone is treated fairly.

When facing an unfamiliar issue, your first stop should always be your policies and procedures.

3. Document everything

One of the most common mistakes we see is a lack of documentation.

If a concern, conversation or workplace incident occurs, make a record of it.

This doesn’t need to be complicated, but it should include:

  • Dates and times
    • Who was involved
    • What was discussed
    • Any agreed actions

Good records protect both employees and employers and can prove invaluable if an issue progresses further.

4. Don’t ignore early warning signs

Small issues rarely stay small.

A minor disagreement between colleagues, repeated lateness, changes in behaviour, or frequent sickness absence can sometimes indicate a larger problem beneath the surface.

Addressing concerns early can prevent them escalating into formal grievances, disciplinary issues or resignations.

Remember, difficult conversations are usually easier than difficult consequences.

5. Support employee wellbeing

Not every HR issue is a performance issue.

Sometimes an employee’s behaviour, attendance or productivity may be linked to factors outside of work, such as stress, caring responsibilities, mental health concerns or health conditions.

A supportive conversation can often make a significant difference.

Ask:

  • Is there anything we can do to support you?
    • Are there any adjustments that would help?
    • Do you feel you have the resources you need?

Being proactive demonstrates that your organisation genuinely cares about its people.

6. Know when to escalate

One of the most important skills an Office Manager can develop is recognising when an issue requires HR support.

Seek advice if the situation involves:

  • Disciplinary action
    • Grievances
    • Allegations of bullying or harassment
    • Discrimination concerns
    • Long-term sickness absence
    • Capability or performance management
    • Potential dismissals

Trying to handle complex employee relations matters without guidance can create significant risks for the business.

There’s no shame in asking for help, t’s often the most sensible thing you can do.

7. Consistency is key

Employees notice when managers treat situations differently. Consistency helps build trust, improves employee relations and reduces the risk of claims or complaints.

Ask yourself:

“Would I handle this situation in the same way for another employee?” If the answer is no, you may need to revisit your approach.

The Bottom Line

You don’t need to be an HR professional to handle day-to-day people matters effectively.

By listening carefully, documenting appropriately, following policies and knowing when to seek support, Office Managers can play a vital role in creating a positive and compliant workplace culture.

Remember, HR isn’t about catching people out, it’s about helping people and businesses thrive.

And when you’re not quite sure what the next step should be? That’s what we’re here for.

If you need support with a people issue, policy review or employee relations matter, please get in touch with the team at Realise HR. We’re always happy to help.

AI in the Workplace: Opportunity or HR Risk?

Claire on July 6, 2026

Artificial Intelligence (AI) is no longer something for the future. It’s already here, and it’s changing the way we work.

From drafting emails and writing policies to screening CVs and analysing data, AI tools are becoming part of everyday business operations. Employees are using AI to help write grievances, managers are using it to draft difficult conversations, and recruiters are increasingly relying on AI-powered systems to identify candidates.

But whilst AI offers huge opportunities, it also creates new challenges for employers.

So, is AI in the workplace an opportunity, a risk, or a bit of both?

Many HR professionals have already seen it. A grievance letter that suddenly jumps from a few emotional bullet points to a detailed, legally-worded document citing employment law, discrimination, constructive dismissal, and every HR buzzword under the sun.

The employee may have written it themselves, used AI to help structure their thoughts, or asked AI to rewrite it entirely.

The important thing to remember is this:

The quality of the document doesn’t necessarily reflect the strength of the complaint.

AI can help employees communicate concerns more clearly, especially if they struggle with writing or lack confidence in expressing difficult issues. In many cases, that’s actually a positive development.

However, it can also create challenges:

  • Complaints may appear more serious than they initially are
  • Grievances can become longer and more complex
  • Managers may become intimidated by legal terminology
  • Investigations can become distracted by AI-generated wording rather than the core issue

Our advice? Focus on the facts, not the formatting.

Whether a grievance arrives as a handwritten note or a professionally drafted three-page document, the process should remain exactly the same.

  • Follow your grievance policy
  • Summarise and clarify the key points of the grievance with the employee, especially if it is a long document. Being aligned is important
  • Ensure a thorough impartial investigation is carried out and is well documented
  • Remember the right to appeal too.

AI in Recruitment: Saving time or creating bias?

Recruitment is one of the areas where AI is having the biggest impact.

Businesses are using AI to:

  • Draft job adverts
  • Screen CVs
  • Generate interview questions
  • Assist with candidate communications
  • Analyse recruitment data

Done well, AI can significantly improve efficiency.

Hiring managers can save hours on administrative tasks and spend more time engaging with candidates. Smaller businesses can access recruitment support that may previously have been out of reach.

However, there are risks.

AI systems are only as good as the information they’re trained on. If historical hiring data contains unconscious bias, AI can unintentionally reinforce it.

There is also a danger in relying too heavily on automation.

Recruitment remains a people process. Skills, potential, personality, cultural contribution and values cannot always be assessed by an algorithm.

The best recruitment strategies use AI to support decision-making, not replace it.

The benefits of AI in the workplace

There is no denying the advantages. Used responsibly, AI can help organisations:

Improve productivity

Routine administrative tasks can often be completed more quickly, freeing employees to focus on higher-value work.

Enhance employee support

AI-powered tools can assist with wellbeing resources, learning and development, policy guidance, and employee self-service.

Improve communication

Whether it’s summarising lengthy documents, drafting emails, analysing data or simplifying complex information, AI can help employees communicate more effectively.

Increase accessibility

For employees who struggle with writing, language barriers, neurodiversity, or confidence, AI can provide valuable support in expressing ideas and completing tasks.

In many ways, AI has the potential to level the playing field and create more inclusive workplaces.

The Risks employers shouldn’t ignore

As with any new technology, there are risks. A main one being Data protection and confidentiality

Employees may unknowingly enter confidential business information into public AI tools.

This can create significant GDPR, security and commercial risks.

Accuracy issues

AI can produce convincing information that is factually incorrect.

A policy, grievance response or management decision based solely on AI-generated content could lead to serious errors.

Employee relations challenges

Managers who rely heavily on AI-generated responses may come across as robotic, impersonal or lacking empathy.

Employees don’t want to feel like their concerns have been answered by a chatbot.

There is also a risk that the AI generated response does not align with your internal policies.

Inconsistent use

Some employees may embrace AI whilst others avoid it entirely.

Without clear guidance, organisations risk creating inconsistency, confusion and potential unfairness.

What should employers do?

Banning AI altogether is unlikely to be realistic or effective.

Instead, organisations should focus on creating sensible boundaries around its use.

Develop an AI usage policy

Employees need guidance on:

  • What AI tools can be used
  • What information should never be entered into AI systems
  • How AI outputs should be reviewed and verified
  • Individual accountability for work produced using AI

Train managers

Managers need to understand both the opportunities and limitations of AI.

This includes recognising when human judgement, empathy and decision-making remain essential.

Review recruitment processes

If AI is being used during recruitment, ensure there is appropriate human oversight and regular reviews to identify potential bias or unintended consequences.

Keep people at the centre

The best workplaces will use AI to support people, not replace them.

AI can help generate ideas, improve efficiency and reduce administration, but human conversations, leadership, judgement and empathy remain irreplaceable.

The bottom line

AI isn’t coming to the workplace, it’s already here.

Used well, it can improve productivity, streamline processes and support employees in new ways. Used poorly, it can create compliance risks, damage employee relations and undermine decision-making.

The organisations that will benefit most are those that embrace AI with curiosity, caution and clear boundaries.

As with most things in HR, technology matters. But people matter more.

Need help creating an AI policy, reviewing recruitment processes, or understanding the people implications of AI in your workplace? The team at Realise HR is here to help.

PMDD in the Workplace

Claire on April 28, 2026

April is PMDD Awareness Month

So this month, we’re taking a closer look at PMDD in the workplace.

Premenstrual Dysphoric Disorder (PMDD) is a severe, hormone‑related condition that affects some people in the lead‑up to their period (usually 7–10 days before). It is not the same as PMS.

PMDD is a clinically recognised medical condition and can have a significant impact on mood, energy, concentration, and physical wellbeing. For many, symptoms ease once menstruation begins, but during that time, work can feel incredibly tough.

Awareness matters. Understanding matters. And supportive workplaces make a real difference.

If you want to learn more about PMDD and how employers and managers can support people at work, please email hello@realisehr.co.uk to receive your free guide!

Realise HR joins Stephenson Capital to support next stage of growth

Claire on March 10, 2026

Realise HR has joined Stephenson Capital, the business group led by entrepreneur Neil Stephenson.

Founder and CEO Claire McLean remains in post, and for clients and partners it is very much business as usual — the same team, the same service and the same standards.

Stephenson Capital invests in specialist B2B service businesses through a long-term ownership model focused on sustainable growth and strong leadership teams.

For Realise HR, the partnership provides access to a wider commercial network and additional capability while allowing the business to continue operating independently.

The next phase of growth will focus initially on expanding our presence across the North of England and Scotland, while continuing to support organisations nationally.

What doesn’t change is who we are –  a down-to-earth, people-first HR consultancy focused on helping organisations do the right thing by their people.

If you’d like to know more, please get in touch with the team or view our FAQ’s here.

 

Realise HR recognised at the British Recruitment Awards 2025

Claire on December 2, 2025

Realise HR, the multi-award-winning HR and recruitment consultancy headquartered in Carlisle, has been Highly Commended at the recent British Recruitment Awards 2025 for its partnership with Lloyds Pharmacy Clinical Homecare (Lloyds Clinical). The commendation recognises Realise HR’s end-to-end recruitment transformation over the last 12 months, combining process redesign, manager enablement, candidate-experience uplift, and strategic executive search.

Working as an embedded partner, Realise HR overhauled recruitment workflows, created a comprehensive Hiring Manager Toolkit and SOP suite, introduced a “Ways of Working” and SLA framework to drive consistency and accountability, and refreshed candidate communications and onboarding to deliver a professional, branded experience. In parallel, Recruitment Lead Martin Norris led a discreet market search to appoint senior leaders who were not actively on the market, strengthening capability without relying on open advertising.

The programme has accelerated time-to-hire, reduced vacancy backlogs, enhanced compliance and audit readiness, and delivered a markedly improved candidate journey. Hiring managers report greater confidence and self-sufficiency, while the leadership appointments secured through targeted search have added capacity and stability at a critical time. Collectively, these improvements have supported workforce continuity and protected patient services.

Claire McLean, Founder & CEO of Realise HR, said: “This recognition belongs to our team and our partners at Lloyds Clinical. We set out to build a recruitment division that is consistent, compliant and human, and the results show what happens when process, people and purpose align. Most importantly, this work safeguards their patient services by getting the right people in post, faster.”

Martin Norris, Recruitment Lead at Realise HR, added: “Our executive search work centred on market intelligence and trust – identifying values-aligned leaders who weren’t actively looking. By combining discreet headhunting with a robust internal process, we’ve been able to strengthen capability at pace without compromising the candidate experience.”

Kath Albiston, Former Head of Talent at Lloyds Clinical, commented: “Partnering with Realise HR transformed how we hire. Toolkits and SOPs gave us clarity end-to-end, training built confidence across our hiring community, and vacancies reduced significantly. Martin’s discreet search brought in leaders we simply wouldn’t have reached ourselves.”

This commendation adds to Realise HR’s growing list of honours, including multiple national awards for consultancy excellence.

We’re a winner in the British HR Awards 2025!

Claire on April 15, 2025

We are delighted to announce that we’ve been named a Winner in the British HR Awards 2025.

The British HR Awards is an annual campaign that sets out to discover and celebrate the teams and individuals who are truly passionate about delivering a world-class people experience.

This year, over 350 entries were received from organisations across the UK, and so competition to be named a Winner proved to be fierce. Firms taking part ranged from start-up innovators to public sector heroes, tech superstars, global titans and everything in between.

Winners were revealed at a special celebration event in Covent Garden, London, hosted by comedian Fiona Allen. A range of categories were awarded, including ‘Culture Initiative of the Year’, ‘Employee Wellness Initiative of the Year’ and ‘Leader of the Year’.

The British HR Awards 2025 Judges include:

  • Louise Benford, Chief People Officer, The AA
  • Sharon Benson, HR & OD Director
  • Anne Billson-Ross, Group HR Director, Taylor Wimpey
  • Kath Ennis, Chief People Officer, Ansor LLP
  • Mary Foulkes OBE FCIPD, Director of Equity, Inclusion and Culture, Shelter
  • Leigh Gannon, Director People & Organisation, PUMA UKI
  • Julie Griggs, Director of People & Partnering, The Open University
  • Maria Hawley, Director of People, Fisher German
  • Melanie Hetherington, Chief People Officer, NatWest Cushon
  • Dr Tracey Leghorn, Chief Business Services Officer, SUEZ recycling and recovery UK
  • Janet Roberts, Chief People & Culture Officer, Cycas Hospitality
  • Tara Ryan, VP of People Experience, Monzo
  • Perry Timms, Chief Energy Officer, People and Transformational HR
  • Lucy Tobin, People Director, Frontier Economics

Claire McLean, CEO at Realise HR said: “We are incredibly proud and honoured to be recognised as HR Consultancy of the Year for the second year running. As a small but mighty team, this award is a testament to the passion, dedication, and impact we bring to every client partnership.”

Nate Harwood, Founder of New Possible and British HR Awards judge said: “The need for an engaged and agile workforce is more urgent than ever, and it’s the outstanding skill, passion, and hard work of HR professionals who are meeting these challenges head-on. The British HR Awards are proud to celebrate these exceptional teams and individuals. Congratulations to all the Winners.”

 

 

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