You’ve done it. You’ve been offered a brand-new job. Relief washes over you, finally free of the late nights surfing job boards and the blood, sweat and tears of hiring processes.

You’re elated, and rightly so. There’s a spring in your step as you walk into the office, no, waltz into the office, with a shiny new job offer under your belt. What could go wrong?

This is the danger zone, and the time when you need to be most alert. How you act in these final months, weeks and days is how you’ll be remembered. Did you casually brag about that new company car you’d landed? About how you couldn’t wait to get away from Maureen in Accounts (she always was a gossip), or about how your new employer really recognises your worth and is giving you a prestigious management title. Sounds nauseating, doesn’t it? And you’ll no doubt have seen it before. Those colleagues you’ve always thought so highly of quickly turning into those you’re quite happy to see the back of. It’s bridge burning and then some.

There’s a saying in the restaurant trade that “you’re only as good as your last meal” and the same applies in employment. Here are a few things to reflect on as you see out your final days with your current employer:

Review your contract

Make sure you’re providing the appropriate notice to your employer as stated in your contract. This might sound obvious, but it’s easy to forget that notice periods are legally binding and failure to provide notice or serve the notice period could result in breach of contract and a potential avenue for the innocent party to bring legal proceedings. Ok, so, you might think that your employer won’t care if you duck out early and this could very well be true. However, you signed a contract at the beginning of your employment and its only right that you follow this through to its end. If you really need to leave early, speak with your employer, you might be able to come to an agreement that works for you both.

Don’t get offended

As your time comes to an end, it’s likely that you’ll feel less in the loop. Emails will be sent without you cc’d, meetings will happen without you present and decisions might be made without your input. This isn’t the time to get offended or ‘act out’, its simply the natural order of things as colleagues transition into what work will be like without you. You can offer your continued support, but don’t force it. Be a team player and put the team’s needs before your own. If this means looking after some of the more transactional tasks (and maybe those that wouldn’t usually be your bag), so be it.

Downplay your future plans

You’re excited. Of course, you are. But let’s remember that it’s only you (and your family) that share in that excitement. This isn’t the time for bragging. You can politely acknowledge your changing circumstances to others but keep it to a minimum. Think of it more as a casual nod to where you’re going next; let’s keep the dance party to ourselves and the confines of our living rooms.

Remember the long game

Unless you have the luxury of early retirement, it’s likely that your career is going to span several decades. It’s quite possible that you’ll still operate in the same circle as former colleagues, and those relationships will either serve you positively or negatively depending on their impression of you. My advice is don’t burn your bridges. You never know when your paths will cross again, so keep that flame alive. Be that teammate who could always be relied on, even in the closing stages of the game.

 

 

 

Managers play a crucial role in any business and have a significant impact on its success. They serve as a bridge between the organisation’s leadership and its employees, helping to translate strategic goals into actionable plans. Managers also have a key part to play in employee engagement, and if they don’t have the right skills to be able to motivate, communicate, give direction, support and develop their own teams, this will have an impact on your overall business performance.

So, where and how do you start to change some of this? This is a multi-faceted challenge; there are many places to look, analyse and change, however, Rome wasn’t built in a day. Our advice would be to start having open and honest conversations with your managers to truly understand and assess their situation to help them on the road to being a great manager.

Ask some questions:

• Do they fully understand their role and responsibilities as being a manager?
• Do they have the tools and resources to perform their jobs effectively?
• Do they need support and development?

You can’t over-communicate with your managers, and this must be two-way thing. Taking the time to have a meaningful conversation, answer their questions, and allow them to suggest ideas, will definitely increase their workplace happiness which hand in hand helps them succeed at being a great manager and your business to continue with its success.

With that being said… we have an amazing People Management Programme coming up this October, which has been designed to help you develop your people management skills and learn new techniques.

You can find more information on that HERE or if you’d like to chat further on any of the above, please email hello@realisehr.co.uk

Are you thinking about employing an apprentice or do you already employ an apprentice? Then this one’s for you!

Having worked with some of the region’s leading training providers, we’re aware that employing an apprentice isn’t always easy and it can be a bit of a minefield making sure that you legally employ apprentices and do everything by the book.

With this in mind, we’ve created a support package (the first of its kind in the UK) on how to legally employ an apprentice and how to get the best from the experience. With the average employment tribunal costing £8,500, we wanted to make sure that employers avoid any costly mistakes, so our package includes everything you need to know such as: how to manage contracts including templates, disciplinaries, grievances, one to ones, absence and more.

If you’re registering your apprentice with one of the local collages this year, you’ll likely hear more about us during the sign up of your apprentice.

Please check out our information booklet here, or if you have any questions or would like to chat further, please email hannah@realisehr.co.uk

 

Health and Wellbeing: Employee happiness is closely linked to their overall wellbeing and mental health. When employees feel satisfied and fulfilled in their work, it can positively impact their mental and physical health

Retention and Loyalty: When employees are happy, they are more likely to stay with an organisation for a longer duration. High employee turnover can be costly and disruptive to businesses, resulting in the loss of valuable talent

Collaboration and Teamwork: Happy employees are more likely to collaborate effectively and work well in teams. They tend to have better relationships with their colleagues, communicate more openly, and contribute positively to a cooperative work environment

Stay Engaged: Happy employees are more likely to engage in the wider business and not just within their silo which benefits both the employee and the business

Customer Satisfaction: Being happy at work will have a direct impact on customer satisfaction. When employees are happy and engaged, they are more likely to provide exceptional customer service, go the extra mile, and build positive relationships with customers. Satisfied customers, in turn, lead to customer loyalty, repeat business, and positive word-of-mouth referrals

By prioritising employee happiness, organisations create a virtuous cycle that benefits both employees and the overall success of the business. It fosters a positive work environment, enhances wellbeing, and contributes to performance and growth. And lets not forget… what’s more infectious than a smiley happy face?!

If you’d like to learn more about how you can create a happier workforce, pop us an email at hello@realisehr.co.uk

The latest Employment Law Update by ACAS looks at new guidance on how to make reasonable adjustments for mental health conditions in the workplace.

Studies show approximately 1 in 4 people in the UK will experience a mental health problem each year and is an increasingly recognised issue. Why does this matter in the workplace? Data shows that 17.5 million working days were lost last year in the UK due to mental health related absences.

ACAS has published guidance on making reasonable adjustments in aims to foster a more inclusive and supportive work environment and help combat the huge rise in sick days due to poor mental health. Making mental health adjustments at work involves creating a supportive environment that accommodates the needs of employees with mental health conditions. Some key considerations for implementing such adjustments are:

• Raise awareness and reduce Stigma: Promote awareness and education about mental health conditions in the workplace to foster understanding and reduce stigma. Encourage open conversations and create a culture of acceptance and support.
• Flexible working arrangements. Allow for flexible schedules, part-time work, remote work or adjustments to start and finish time where you can.
• Modifications to work environment: Create a calm space, adjust lighting or noise levels during periods of increased stress.
• Communication and confidentiality: Establish clear channels of communication for employees to discuss their mental health needs in a confidential and supportive manner. Ensure that managers and supervisors are trained to handle these conversations with sensitivity.
• Return to work support: When an employee is returning to work after a mental health related absence, provide a supportive transition plan. This could involve gradually reintegrating the employee, providing additional support and considering their workload.
• Promote a balance: Encourage a healthy work life balance by promoting boundaries, discouraging excessive overtime and fostering a culture that values employee wellbeing.
• Monitor and review: Regularly monitor the effectiveness of the mental health adjustments implemented and make adjustments as needed. Seek feedback from employees to ensure the accommodations are meeting their needs.

Remember! Everyone’s needs may vary, and it is essential to approach mental health adjustments on a case-by-case basis. Consulting with a company like ourselves can provide further guidance tailored to your specific workplace and needs.

Pop us an email at hello@realisehr.co.uk to chat further.

Text message. It’s the ex.

Heart’s pounding.

They want to talk.

What do we do?

Businesses are having to ask themselves this very question in 2023 amidst a wave of “boomerang employees”. The term, coined by global recruitment consultancy Robert Walters, refers to those wishing to return to their former employers and explore opportunities within their old stomping grounds.

At the back end of the pandemic, businesses struggled to retain staff as employees re-evaluated what they wanted from their working lives. After 2 (long) years of disruption, home schooling and Microsoft Teams, many within the workforce felt burnt out and were ready for a change. This was the catalyst for what became known as ‘The Great Resignation’ with record numbers of employees leaving their jobs in search of roles providing more balanced post-pandemic lifestyles. However, according to Robert Walters, we are now seeing the first signs of the ‘The Great Regret’ with nearly three quarters of professionals hoping to return to their pre-Covid employer.

So, do we delete the message and hit the block button? Or do we think of boomerang hires strategically and incorporate into our talent acquisition strategies? While it’s understandable that managers may be reluctant to hire former employees, there can be many reasons why a former colleague might look to re-join an organisation and many benefits of them doing so. We shouldn’t shun them for having found out that, perhaps, the grass isn’t always greener, and instead should support their return to the business as well as looking to build on foundations that might inspire others to do the same. Boomerang employees are:

The holy grail in terms of ‘bang for buck’

Rehiring old employees can increase productivity and reduce training costs. Providing that they were a valuable team member the first time around, you should expect more of the same, but with additional insight and experience that comes from having been exposed to other cultures, working practices and models.

Good for morale

Not only does rehiring employees allow former colleagues to pick up where they left off, but it also demonstrates that you’ve a positive and nurturing culture, welcoming back those who make a positive contribution to the business. More, returning staff help with retention as they show current colleagues that they’re part of a great team – why go anywhere else?

Helping minimise recruitment costs

82% of those surveyed by Robert Walters stated that they had kept in touch with their former managers with a quarter of these respondents admitting that they’d reached out in the past year for job opportunities. Keeping up relationships with former hires as they progress through their career helps you to build future talent pipelines. In effect, your managers can become your talent acquisition team with eyes and ears in the market watching out for potential moves.

Interested in culture

In response to the ‘The Great Resignation’, employers scrambled to offer higher salaries and make their roles ultra-flexible in efforts to attract and retain staff. While it’s still important to be competitive and have adult conversations about flexibility, the ‘boomerang employee’ has shown us that these components, ultimately, aren’t the be all and end all when it comes to retention. As important, is the culture within your organisation and being proactive about building and reinforcing this culture.

So, getting back with your ex might not be such a bad thing. In fact, used correctly, boomerangs might keep you topped up with experienced talent year after year.

Disclaimer: I’m not recommending that you get back with your actual ex. You’re right, they were probably crazy.

Until next time.

 

Check out our top tips on leadership:

• Be a good listener and create a safe space for people to have a voice. You want your team to be able to confide in you, offer ideas and support each other. Good listeners develop social and professional relationships on a much deeper level.
• Display the qualities you want to see in your employees, people love to be inspired.
• Motivate your employees to improve. Whether it be creating paths for growth or offering incentives, there’s many ways to motivate your team.
• Create a positive workplace culture. Work culture can affect the overall happiness and growth of your employees. Some quick wins could be: Being that bit more flexible, listening to feedback and actually asking for it, encourage socialising whether it be taking a lunch break together or having a meal after work, this can really help connect on a different level.

Most employers understand the importance of having a diverse workforce. However, hiring managers can unconsciously favour younger candidates able to show how their skills are a match for modern and technology-focused working. According to research conducted by the Chartered Management Institute, while 74% of managers are open to employing those between the ages of 18-34, this number drops dramatically to only 42% actively interested in the 50-64 demographic. With significant skills and labour shortages across all sectors, it seems paradoxical that businesses would be hesitant about recruiting older workers (especially considering potential age discrimination claims) and yet easy to appreciate how employers may struggle to balance cross-generational working. While investment in government programmes such as returnerships should help provide more mature candidates with pathways into work, businesses need to seriously think about age diversity and what initiatives they have in place to attract and retain older workers. With age comes experience, and we need to harness the value of life-long learning and the impact that this can make within a business and within our teams. So, how do we do this?

Enhance flexible working opportunities

As we age, there are natural changes within our bodies that may affect the ways and patterns in which we work. Where once we may have been happy with a fast paced 8-hour shift, we might find this slightly less comfortable later in life. Similarly, as many of us take up new roles as grandparents or carers, it can often be challenging to juggle work/life commitments, especially if we’re also managing health conditions of our own. The solution? Rethink shift patterns and the deployment of staff to help retain more experienced workers.

Dedicated recruitment campaigns for older workers

I bet you know your ideal customer. Your marketing team might even have customer personas for each of your product lines or divisions. However, recruitment advertising is often given a lot less thought, with listings hastily posted on Indeed hoping they hit the mark. Safe to say, one size doesn’t fit all. Using neutral, non-biased language is inclusive in as much as it won’t turn anyone off, but it also doesn’t help you to engage groups that are perhaps underrepresented within your workforce. It’s important to think about language, tone, and imagery, as well as content related to the role, responsibilities, and benefits. You must put yourself in the shoes of the person you want to attract.

Don’t make assumptions

“She’s worked here for 20 years; she won’t be interested in training”. Is this reality or assumption? Have we asked the question? It’s not only younger colleagues who appreciate the opportunity for upskilling and further development. Moreover, older workers are often conscious of being less familiar with the new technologies and processes coming into our businesses. Inevitably, this can push people closer to the door, so we need to be on top of skills development and have clear progression pathways for all the members of our teams.

Support for health and wellbeing

According to the Chartered Institute of Personnel and Development, more than half of workers have a long-term health condition by the time they reach 60. This accounts for more than 15 million people in the UK. Generally speaking, the key to long-term support for health and wellbeing is in leading with compassion. Are your managers providing an environment where team members feel supported enough to come forward and talk about the things they’re dealing with? Is absence managed in a caring and supportive way? While different conditions will need different levels of support, it’s important to get the guiding principles in place. This is what we’re helping businesses with, day-in day-out.

Feedback. It’s essential for creating a positive and nurturing culture that allows your employees to grow and thrive. In providing clear and constructive feedback, you’re helping guide and motivate your team, reducing opportunities for miscommunication and boosting productivity. But it doesn’t always feel like that. As managers, we know we need to give feedback, but it can feel a bit scary, a bit uncomfortable, and can be one of the things that keeps us awake at night. Be honest, how many times have you avoided giving feedback, or brushed it under the carpet, hoping it just resolves itself or disappears altogether?

Giving and receiving feedback needn’t be loaded with apprehension. Done in the right way, it’s a powerful tool, showing people that you care about them, personally and professionally. We should strive to create a culture of feedback within our organisations, where we aren’t reliant only on formal processes, such as performance reviews, but provide feedback continuously in the impromptu moments. In saying this, it’s essential that the recipient is in the right mindset to receive what you have to say.

At Realise, we provide specific coaching on how to create a feedback culture and how feedback can be best delivered. Here are some tips:

1. Reframe the idea of feedback from positive/negative to reinforcing/redirecting. Thinking about feedback in this way automatically changes your approach and makes giving feedback a lot less intimidating. Reinforcing feedback (when we want someone to continue with a positive behaviour) can be delivered anytime, anywhere. Redirecting feedback (where we want someone to do less of one behaviour and more of another) should be slightly more considered.
   
   
2. Think about timing. Is the person in the right mindset to receive the feedback? How are they feeling today? How are they feeling at this moment? We want to look for a neutral time where the feedback will be received as intended and not in a time of heightened emotion.
   
   
3. What’s your goal? Think about the purpose of your feedback and be prepared with specific examples that will help guide future behaviour. Hearing that you did a good job is great, but what specifically did you see that you would like repeated or to see more of moving forward? This clarity will help the feedback become meaningful and purposeful.
   
   
4. Feedback must be actionable. Forget broad, sweeping statements. Employees must be able to see that your feedback allows them to improve and reach their goals by taking action. For example, if we want a colleague to be more vocal during team meetings, this needs to be framed positively and where the person can see what actions they need to take to achieve this. We want to avoid top-level feedback such as “you’re too quiet”; this type of feedback doesn’t provide enough detail on how to improve and so is demotivating in nature.
   
   
5. Be aware of your biases. We all have conscious and unconscious biases, so it’s important to think about whether you would provide the same feedback to another team member. Research has shown that, in providing feedback to male and female colleagues of the same seniority, we are more inclined to provide warmer and kinder feedback to women than we are to men. And while kindness isn’t necessarily a bad thing, a desire to be kind can inflate or misconstrue feedback, making it less actionable and less helpful. Similarly, feedback without kindness can be detrimental to someone’s wellbeing and mental health, so it’s important we’re conscious of our biases and look to strike a balance wherever we can.
   
   
6. And finally… ask for feedback from others. If there’s one way to diffuse the tension around giving feedback, it’s to receive it more regularly. The more you have feedback conversations and the more it’s embedded within your culture, the less stressful it’ll be. Of course, not every situation requires feedback, but it should be the norm. Feedback helps everyone grow and develop.