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A reimagining of work life balance

Claire on May 29, 2024

We’re all familiar with the concept of ‘work-life balance’. In theory, it’s an enabler to people enjoying balanced lifestyles, and impacts colleague productivity, engagement, output, and retention. As a concept, work-life balance has most definitely put us on the right track; yet as hybrid and flexible working has matured and become more well practiced, I’d suggest the traditional notion of work-life balance is somewhat flawed.

For many of us, work and life are no longer mutually exclusive entities – the lines have blurred. Our changing attitudes towards work, aided by advances in technology, mean that work and life are interwoven like never before, and many of us prefer a lifestyle where work is personalised to our own wants and needs. In addition, the concept of work-life balance has often been orientated around the notion of ‘traditional’ families and isn’t always inclusive of those from more diverse backgrounds or with circumstances that are not universally applicable.

For instance, as businesses, we have provisions to cover typical circle of life events such as maternity leave, paternity leave, bereavement etc. But what about those struggling to have children? Or those trying to navigate the complexities of becoming parents for the first time? What about caring for elderly relations? What are we doing for them?

We also need to think about whether our policies are gender neutral or whether the ‘work-life’ concept has skewed these in favour of historic, societal norms. For example, Dr Jasmine Kelland, a Lecturer in Human Resource Management at the University of Plymouth, has identified what she terms the ‘fatherhood forfeit’. Her research indicates that those fathers who try to obtain roles designed to accommodate caregiving, such as part-time opportunities, are often treated discriminately and with suspicion around their pursuit of so-called, work-life balance.

So, what’s the answer? In my view, we need to reimagine work-life balance in favour of work-life integration or work-life harmony. A recognition that everyone is unique, and the goal is to allow our people to create a fulfilling life with work as a central, integrated component, whatever that looks like to them.

Martin Norris, Head of Recruitment 

 

Realise HR wins HR Consultancy of the Year at the national 2024 British HR Awards

Claire on April 19, 2024

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

With just over 300 entries, this year’s competition was especially tough. Entries were received from a variety of sectors including start-up innovators, public sector heroes, tech superstars, global titans and everything in between.

Realise HR, an award-winning HR consultancy based in Carlisle, Cumbria, delivers HR solutions to organisations of varying sizes from SMEs to large corporations across the UK and Europe. Realise HR offers four support divisions: Outsourced HR-managed services to SME businesses, HR consultancy support to large organisations with people and culture-related projects, recruitment solutions in the HR, Management and Executive space and bespoke learning and development initiatives for managers and leaders.

The award win signifies a period of growth for the consultancy with recent successful tenders for a range of large organisations including pladis PLC, Lloyd Pharmacy Clinical Healthcare and Amcor plc.

Claire McLean, Founder and CEO says, “We are absolutely delighted to win this prestigious award within a very competitive field. Our team of HR specialists are dedicated to our clients and become an integral part of their team.  Winning this award showcases the commitment that our team have for both our clients and their employees. No matter the size of our clients, we pride ourselves on providing caring yet practical advice and training that creates growth for both the company and their teams.”

Nate Harwood, Founder of New Possible and British HR Awards judge said: “The British HR Awards celebrate the talented, dedicated, and passionate teams and individuals who are fuelling thriving workplaces across the UK and beyond. I’d like to extend my congratulations to all the Winners and Finalists.”

 

 

 

 

April 2024 Employment Law Update

Claire on April 3, 2024

Flexible Working Requests – a day one right, increasing to an employee being able to make two applications in a 12 month period and the removal of the requirement for employees, in their written request, to set out what effect the proposed flexibility would have on the employer’s business and how any effect could be dealt with.

Carer’s Leave (normally documented in a Time Off Policy or Family Leave Policy) – again another day one right for any employee who has a dependant with a long-term care need and wants to be absent from work to provide or arrange care for that dependant.  Employee can apply for up to one week of unpaid carer’s leave in any 12-month period and requests can be in consecutive or non-consecutive half-days or full days.

Paternity Rights – after he 6 April employees will be able to take their two-week paternity leave entitlement as two separate blocks of one week (rather than having to take just one week in total or two consecutive weeks) and at any time in the 52 weeks after birth (rather than having to take leave in the 56 days following birth).  Employees will only need to give 28 days’ notice of their intention to take paternity leave (reduced from the previous position that required notice to be given 15 weeks before the expected week of childbirth (EWC).

And in other news:

Also changing is Redundancy Protection for those on maternity, adoption or shared parental leave – did you know that for a long time anyone on such leave has the right of first refusal for any suitable alternative roles in a redundancy situation.  Well this is now being extended and here’s what changing

  • protected from the date the employee informs her employer of the pregnancy on or after the 6 April 2024.
  • employees will now be protected for 18 months from the first day of their estimated week of childbirth (EWC) and the date can be altered to starts from the child’s actual date of birth where the employer informs the employer in writing of the actual date during their maternity leave period.
  • Adoption leave – employee is Protected for the period of 18 months from the date of placement for adoption.
  • Shared parental leave –  employee is protected for 18 months from birth/placement for adoption provided that the employee has taken a period of at least six continuous weeks of shared parental leave.
  • Also where an employee suffers a miscarriage before 24 weeks of pregnancy, they will have protection during their pregnancy and for a two-week period following miscarriage. If they miscarry after 24 weeks of pregnancy this is classed as a still birth, they. They are entitled to maternity leave and will have the same protection as any other employee taking maternity leave.

If you have any questions regarding any of these changes, or require new policies to reflect these changes, please pop Becca an email at becca@realisehr.co.uk who will guide you.

A Guide to supporting Menopause in the Workplace

Claire on March 14, 2024

This guidance is intended to raise awareness about 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 menopause 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 menopause 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.

Impact: 

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 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. 

 

How to make hiring new staff a more inclusive experience

Claire on March 7, 2024

Is your hiring process inclusive?

Your immediate reaction to this is most likely, “um, maybe? I don’t really think about it”.

And while it might not be our intention to treat any candidate unfairly or put someone at a disadvantage, there’s a good chance there are parts of our hiring processes that are doing just that.

Morally, this feels uncomfortable (and it should), but it also limits our ability to build successful and diverse teams. Unconsciously, the systems and processes that we use to recruit can introduce bias into our hiring, limit our talent pools, and compound our recruiting challenges. Ultimately, this can result in teams that are so similar and like-minded that there’s a lack of different opinion, thought, challenge and other material ingredients for creativity and innovation.

So, how do we ensure that we’re inclusive? The answer is complex and requires a much deeper conversation than this article will allow. But there are certainly a few steps we can take to help us on our journey to inclusivity.

Write your job advertisements and job descriptions in plain language

It’s irritating, right? When you’re reading a job advertisement so full of jargon that you’re having to Google to make sense of it (even if you’re from the industry!). However, if you’re a neurodivergent candidate, or have a text reader, these acronyms can be impossible to navigate. They lead to complex phrasing, awkward sentences, and big chunks of text that have very little meaning. To be inclusive, we need to think about using more conversational language and saying what we mean. There’s no need to talk it down, but we should be selective about the language we use so that it accurately reflects the role in a way which is both easily read and easily understood.

Auditing advertisements for biased language

Ever heard of Textio? It’s just one of many available pieces of software designed to enable hiring teams to quickly optimise job posts, social posts and more, to appeal to the broadest audience via their choice of language. On their website it states, “for many job seekers, it only takes a few words to signal ‘this isn’t the place for me’” and they’re right. Biased language can take the form of gendered language (i.e. language that is coded masculine or feminine) or, alternatively, could be culturally loaded to favour certain demographics. As Textio CEO, Kieren Snyder states, “when thousands of people in an organisation use words like ‘ruthlessly’ (used at Meta 8x more often than the rest of the industry) or ‘whatever it takes’ (used at Amazon 14x more often than the rest of the industry) ….it is culturally revealing — regardless of what inclusive values leadership may espouse from the top.” Essentially, we need to audit our job advertisements to ensure that they appeal en masse, and that our advertisements demonstrate and embed the cultural values of our organisations.

Think about accessibility

Are your fonts legible and consistent? Have you thought about the use of colour on your website? What about your application page, does it timeout or can you take as much time as you need? Are there alternative ways for people to apply that don’t rely on technology? Not one size fits all when it comes to accessibility, and we need to be mindful of the access, platforms and technology that we use and whether this is accessible to all candidates.

There’s a lot to think about, but awareness is always the first step.

Martin Norris, Head of recruitment at Realise 

Employee Engagement – ignoring it is damaging to your business.

Claire on February 15, 2024

It has been so well documented and researched that high employee engagement levels have a direct impact on the success and productivity of a company. Yet why is it an after thought when developing business growth strategies.

According to a study by Gallup, highly engaged teams show 21% greater company profitability, 17% higher productivity, and 41% lower absenteeism. What’s not to like? Not to mention that employees are happier, healthier and would likely recommend their employer as a great place to work, hence supporting the talent attraction challenges we face today.

Maybe it’s because there is a lack of understanding and experience in developing employee engagement plans. This is where HR experts come in, yes you heard that right.

Employee engagement refers to the level of emotional commitment an employee has towards their employer and its goals. Sound fluffy? When employees are engaged, they are more enthusiastic, dedicated, and willing to go the extra mile to contribute to the company’s success. High productivity equals higher profits.

On a very practical level there are several key factors that contribute to employee engagement levels, including:

  1. Effective Communication: Be clear with people, build trust by sharing company information and engaging them in the development of growth plans.
  2. Opportunities for Growth and Development: Employees who are given the chance to learn new skills and advance in their careers are more likely to feel motivated.
  3. Recognition and Rewards: Boost morale with a simple thank you for hard work and job well done. Make the effort and recognise your teams.
  4. Work-Life Balance: Supporting employees in maintaining a healthy work-life balance is vital for promoting engagement. What this looks like will depend on the company and what employees value the most when it comes to their wellbeing. Start by asking them.

Engaged employees are more likely to be proactive, take ownership of their work, and seek out solutions to challenges. They are also more likely to collaborate effectively with their colleagues, leading to increased efficiency and higher-quality outputs.

Interestingly, engaged employees tend to show higher levels of creativity and innovation, something the majority of businesses are keen to increase in todays fast moving, changeable economic environment.

Here at Realise HR we help boost company performance by focusing on people, with simple, practical and no nonsense solutions. We are an award winning and leading HR consultancy in Cumbria. We’re here to help you with our skills and passion for business growth with people in mind.

James Cropper Case Study

Claire on February 13, 2024

James Cropper is a world renowned and prestige advanced materials and paper products group using materials from cotton and wood to carbon fibre in packaging, digital imaging and innovation.

What were the challenges:

  • Having honest conversation’s amongst the team
  • Developing a high performing team
  • Building trust
  • Moving from them and us mindset to working together mindset
  • Having accountability at the right levels

What were the objectives:

  • Identify reasons why they are not currently high performing and develop trust
  • Move towards a mindset of accountability and ownership
  • Develop a feedback culture within the team and outwardly facing

What were the solutions:

  • Team purpose workshop to align from the beginning
  • Run one to one and team sessions to raise self awareness, build trust and understand each other better using Insights
  • 95 one to one coaching sessions with the Managers and Leadership Team to unlock barriers and facilitate mindset change
  • Feedback, coaching and time management training
  • Scoping and setting up of an operational management meeting

Claire Mclean, CEO at Realise HR says: “Working with such an iconic brand and supporting them through transformational change was a real pleasure for Realise. Croppers were very open to co creating solutions and using our expertise to deliver the best value and impact for the business.”

James Williams, Senior Operations Lead says: “It was great to explore different approaches in regards to team development with impact. We could be honest and felt comfortable to talk with Realise to help develop our styles. Really good improvement in team togetherness as a result of the programme. I have challenged myself to adapt my style interacting with the STLs to better effect – ‘dialling up my green!”

 

The new year is a time for self reflection, says Martin Norris, Head of Recruitment

Claire on January 10, 2024

We’re here, it’s 2024 baby.

New year, new start, new beginnings. Kinda.

I’m not sure I’m a big believer in starting a completely new chapter. At least, not when there’s so much to be gained through introspection when it comes to self-development and growth. Academics continually recognise the importance of self-reflection, arguing that it “foster[s] human development and personal transformation and, ultimately, a better society” (Ardelt and Grunwald, 2018).

Yet, in our day-to-day lives, it’s easy to neglect self-reflection. I mean, when my two-year-old is insisting that we watch yet another episode of Peppa Pig, thinking about taking the time out to examine my thoughts, feelings, achievements, failures… it can be daunting, and that it’ll expend energy I simply don’t have. But it’s so important; self-reflection is influential in helping you to define, understand and track your self-concept (your traits, abilities, beliefs, values, relationships) and this directly affects your mood, judgement, and behaviours. And self-reflection is not just about us as individuals, it’s about those around us and helping us to develop empathy and appreciate the experiences of others.

And while I’m writing this in January (got to start the year off on the right foot!) self-reflection relies on consistency, discipline, and a little bit of courage. What might feel a bit awkward at first should (if approached with a little self-care and compassion) develop into a useful tool for life, both public and private. On the one hand, self-reflection can help provide comfort for grief, anxiety, stress, trauma, and on the other, can help you tune up all those skills that help make you a great leader – quite the combo. So, how do you incorporate self-reflection into your daily routine. Where do you start?

Schedule time for self-reflection

It could be 10 minutes, it could be 30, but pencilling in time for self-reflection will help you to develop a routine. It could be on the way to work, in the car, at the end of the day, whenever, but setting time aside to reflect on your experiences will help you settle in to a positive, healthy routine of self-awareness.

Journal

I must confess, I’m not great at journaling. Pen to paper feels a little alien when it comes to noting down my own thoughts. But I’ve found using the Notes app (nod to iPhone users but please translate into your platform of choice) to be really helpful in keeping a log of my current thoughts and feelings, particularly if there’s a specific challenge I’m trying to overcome. It’s great to look back and see the progress from where you were to where you are now. It also serves as a reminder when faced with a new challenge – if you’ve done it once, you can do it again!

Practise Mindfulness

Mindfulness is all about being present in the moment. It’s about noticing what’s around you and how you feel in that instant. Okay, I know that might sound a bit ‘fluffy’ for some, but by centring your thoughts into the ‘now’ it can help divert your focus from the unhelpful worries and stresses that make us less productive and less able to achieve our goals. It’s a process of creating space between you and your thoughts, a space with which you can calmly reflect on situations and respond appropriately.

So, that’s my tip for smashing your goals this year. Keep taking time out. Be respectful of your own thoughts and feelings. Develop self-awareness at your own pace and without judgement. Self-observation and self-dialogue are crucial components of personal growth.”

 

Realise HR’s Managing People Programme becomes Institute Approved!

Claire on December 12, 2023

Realise HR proudly announces that its’ renowned Managing People Programme has achieved Institute Approval, marking a significant milestone in the company's commitment to excellence in manager development.

After rigorous evaluation and assessment, The Institute, a leading authority in professional development and accreditation, has officially accredited Realise HR's Managing People Programme. This recent accreditation highlights Realise HR’s adherence to the highest industry standards in leadership and management skills development, equipping aspiring and existing managers with the essential theory, tools and knowledge to drive team performance and proactively manage their team.

Realise HR's Managing People Programme has consistently proven its value by empowering participants to navigate the complexities of their people, foster leadership capabilities, and drive positive organisational change. The Institute Approval further solidifies the program's reputation as a trusted resource for those seeking to elevate their proficiency in people management.

All learners will have the option to access The Institute’s unique, curated library of online leadership development resources via their award-winning e-learning tool, MyLeadership. On completion of the course, the learners will receive a Certificate of Achievement and an upgrade to Professional Membership of The Institute, including postnominal letters and digital credentials.

Helen Askew, Head of Learning at Realise HR says: “We are thrilled to receive institute approval for our Managing People Programme. This recognition validates our commitment to delivering world class education and development opportunities for our delegates. Our feedback from the accreditor was that the course is a thoughtful, well-designed programme with excellent and well-presented resources. I’m so passionate about helping people unlock their potential and the potential of their teams ”.

Claire Mclean, CEO of Realise HR says: “We are absolutely invested in developing people and skills within Cumbria to support business growth and help them achieve their potential by focusing on people. We are delighted to have selected The Institute as our learning accreditation partner and we are proud to bring an innovative programme to the market that is practical and action based with immediate impact for our delegates.”

Our next course is now available to book here: https://realisehr.co.uk/etn/managing-people-programme-2/

University place have a significantly higher uptake among young people than apprenticeships

Claire on December 11, 2023

University places have a significantly higher uptake among young people than apprenticeships. However, according to YouGov, just 4% of Britons think that a university degree is the best way of preparing young people for the future. As a university graduate, you might expect me to disagree (only 29% of grads feel apprenticeships are the better option) but I’ve seen first-hand how apprenticeships can revolutionise the lives of apprentices and their respective businesses. Done well, apprenticeships can create sustainable talent pipelines across a whole host of specialisms – there are 844 apprenticeship programmes currently available – and can help stem long-term resourcing issues. What’s more, they’re super cost effective and available to every business irrespective of size or scale. Yet, despite the advantages, demand continues to outstrip supply with 430,000 students expressing interest in apprenticeship opportunities with UCAS in 2023 vs only 189,000 advertised vacancies.

Why such a discrepancy? Statistics tell us that 94% of HR leaders within levy-paying employers (those with an annual pay bill of £3million +) state that there is at least one barrier to them accessing their apprenticeship levy funds. Put simply, it’s overwhelming, it’s a turn-off, and there’s a lot of other things on the People agenda to get through. But, with only 15% of businesses stating that they are ‘always able’ to recruit the talent and skills they need, I think we need to take another look at how to make apprenticeships easy to understand and easy to put in place. Government reforms aside, we’ve partnered with some of the region’s leading training providers including Kendal College, Lakes College and Gen2 to help make apprenticeship employment an easier prospect. Here are some tips:

Forget Google, just ask…

Apprenticeships aren’t actually that difficult to understand, or that difficult to manage and operate. However, Google is usually the place we all start when conducting new research, and Googling apprenticeships makes the mind boggle! Funding rules, off-the-job training, apprenticeship standards – ouch, no, no thanks. It’s much easier to ask a training provider to take you through it. Forget the 121-page rule book (yep, it really is 121 pages) and grab a coffee with someone who knows what they’re talking about. It’s fine not to know where to start and our local training providers can take you through it step by step.

Don’t be scared, you got this.

Say the word apprentice and everyone can start to get the heeby jeebies. How do we act around apprentices? What will they need from us? Do we need to treat them differently? Apprentices are the same as any other employee. The only difference being is that they’re undergoing training at the same time as they’re carrying out their role.  Assuming you already have a culture built around positive people experiences, there shouldn’t be any great departure from what you’re doing ordinarily. Show your apprentices that you care about them, their future, their interactions, and making the most of their apprenticeship. Engaging your apprentices (as you would any member of your team) is the key to success.

Assign your apprentice a workplace mentor

Irrespective of age, joining a new organisation can be a daunting prospect. Having a mentor can help colleagues acclimatise to the workplace and provide valuable support outside of the traditional hierarchy. Mentors are great for providing advice and guidance, but also giving apprentices’ a voice where they feel comfortable to share their experience and better connect with the business. Mentors can provide apprentices with the motivation they need when the going gets tough, and it also provides valuable coaching experience and CPD for mentors themselves.

The legal conundrum

Ok, so there’s a few niggly compliance and legal bits, I won’t lie. And this part is outside of all the fantastic support that training providers offer. Sadly, information on employment law when it comes to apprentices can be vague and sporadic, but it’s not to be taken lightly when the average cost of an employment tribunal in the UK is £8,500. Given our work with local training providers, we’ve created a definitive guide to make sure that employers stay on the right side of the law – contact us for more info.