How To Help Your Employees Have A Happy New Year

Firstly, I would like to wish all my readers a Happy New Year.  I hope you have all had a good break and have come back to work refreshed.  I hope you have renewed interest and energy and exciting plans for a new decade.

Of course, we all feel renewed and refreshed after a lovely Christmas break with friends and family, don’t we?

Well, actually, the answer is different for all of us.  We give each other a cheery greeting and wishes for a happy twelve months ahead.  When we say “Happy New Year”, it is much like asking how someone is.  We mean it genuinely and  – if we think at all about it – we hope that they are well and happy.  But we rarely take the time to properly consider whether someone is genuinely looking forward to another year.  In reality, they might be feeling lost.  Or they might even be dreading the future.

Reasons why some people dread a new year

We make assumptions that everyone has enjoyed their Christmas break.  But the truth can be quite different.

When couples and families are forced into spending time together for more than a few hours, they can discover unpleasant truths.  Sadly, many people seek advice on divorce in January.  They have discovered over the Christmas period that they just cannot live together any longer.  Even if divorce is a step too far, some people find that their family relationships have changed. Or they may have discovered family problems which were previously unknown.

A happy and successful Christmas can bring other problems.  January can bring enormous credit card bills, or overdraft payments. Even when people earn a good salary, it does not follow that they are good at managing their financial situation.

Or there are those who have over-indulged themselves at Christmas.  We often eat rich food, in much greater quantities than our bodies can process.  Or we might drink more alcohol than usual, for longer periods, or at different times of the day.  This can lead to a need to give up things we normally enjoy, like chocolate or alcohol.  Or we decide to go on a weight-loss plan.  Then, when these new regimes prove hard to stick with, we beat ourselves up for not resisting.

New Year – new opportunities

Of course, some may have used the break to think about their life direction.  It is often a time when people come back to work with a plan to change roles, or even move to a different employer.  Some will decide that they want to leave the safety of employment and set up in business for themselves.

January is also traditionally a time when people start to plan their holidays for the year.  They will start dreaming about a sun-drenched beach.  Or they might prefer cultural breaks, or learning a new skill.  We are keen to save our spare cash to pay for our holidays.  We might spend our lunchtimes and breaks looking at exotic destinations and comparing travel costs.

Things beyond our control

In the northern hemisphere, the weather in January can make life difficult.  As I write this article, we are slowly recovering from storm Brendan in UK.  There has been torrential rain across the country, coupled with very strong winds and high tides.   We have to contend with flooding, trees down, huge waves breaking over sea-defence barriers.  This is fairly standard for this time of year, although maybe more extreme than previously.  But the big concern is for the future – what will the next decade bring in terms of climate change and altered weather patterns?

And, of course, colder and wetter weather brings illness.   This is the time of year when we all have colds, flu, upset stomachs (from all that over-indulgence, maybe?).  Many people may have had a rotten Christmas break because they felt too ill to enjoy it. Or their partner or children were ill.  Or maybe the whole family went down with something nasty.

Mental health concerns

Christmas is a time when our mental health can take a real knock.  The perceived joy and fun going on at Christmas can be in stark contrast to our own situation.  If we are lonely, then this can become unbearable at Christmas.  And it is not just those who live alone who feel lonely.  Returning to work can be a welcome relief and return to normality.  Or it can just make us realise how bad things have got.

Many of us put our problems to one side and decide to enjoy Christmas.  The holiday break can be a welcome relief from our concerns.  But now that the holiday is over, we have to face up to our problems again.

Why is this the employer’s problem?

All of these things, good and bad alike, can make it really hard for us to get motivated again.  We have had a break from normality and finding our pace again can be difficult.

If we have had a great time, then we don’t want to face the return to our usual situation.   It can be really hard to throw ourselves back into work mode.  If the holiday has been less good, then it can be really difficult to face up to those problems and difficulties which we have been avoiding.

Either way, our productivity can be low and our employer may not get the best from us during January.   And this is probably a time of year when they were expecting great strides and renewed energy from us.

So how can an employer turn this around?

There are so many things which a good employer can put into place to enable a successful January and beyond.

There is help available to tackle many of these issues.  If an employee is facing personal problems, an employer can provide a counselling service, or legal advice.  At the very least, you can point the employee in the right direction to get appropriate help and support.

You may want to consider flexible working, or different working patterns, or moving people into different roles.  You should be holding discussions, consultation, regular conversations with your employees.  That way you can find out what help they need, what direction they want to move in, what their plans are.

If people are having financial problems, there are many debt counselling schemes.  There are interventions to help people reduce financial outgoings, to save, to plan for their future.

There are wellbeing services you can consider, from massages, to meditation, to practical help, to fitness, weight loss, dietary control.   At the very least, you should be making sure they take regular breaks and go outside to see some greenery.

You might want to consider training and development plans to help people move in their preferred direction.

Steps towards a Happy New Year

I have deliberately talked about the difficulties and problems which can come as a result of the Christmas and New Year break.  Of course, the vast majority of your employees will have had a great break and will be feeling refreshed and ready for the next challenge.

But it would be great if you can think about ways to help your employees really have a Happy New Year.  The best way to do that is to talk to them and find out about their concerns, their plans, their dreams.  Then you are in the best position to help them.  If you help them, then they will help you to ensure that your business is successful and brings you a very Happy New Year!

If you think this article is useful and you would like any strategic HR support or information  on dealing with this  – or any other people-related issue in your business – contact us for a no-obligation chat.

Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit. Why not join the JMA HR mailing list?  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.

 

How To Plan A Happy Workplace Christmas

Christmas should be a really happy time of year.  It is a holiday period and we all look forward to a break from work.

Or do we?

For some people, Christmas is a nightmare.  For others it can just be a time of chaos and confusion.  Some think it is no different than any other time of year.  Others wish it would all just be over quickly.  Some want it to be Christmas all the time.

Employers have an added dimension.  We need to try and keep productive, but allow our staff some leeway and time to enjoy themselves.  But what should we allow, or not allow?  What are the pitfalls that face us as Christmas approaches?  How can we make sure our business doesn’t suffer over the holiday period, but our employees have a great time?

How should employers start to plan for Christmas in the workplace?

There are so many things to think about which can make working at Christmas either great or horrible.  It can be your most successful time of year, or your slackest time.  Of course, you may not always be able to plan which of these is the case.

Do your employees want to be at work at Christmas?  Or not?  Do you have enough volunteers to cover peak times?  Or do you need to work out a rota?  Can you allow everyone to take time off or holiday over the period?  Maybe you need to stop all annual leave.  What about time off for religious festivals?  What about time off to support family activities (school carol concerts, nativity plays)?

Have you thought about cultural diversity?  Your staff may not all want to celebrate Christmas or to have time off.  It maybe the case that they prefer to keep their annual leave for other occasions, or to have time off for other religious or cultural activities.  Can you accommodate all of these wishes?

Time out at Christmas

One contentious issue is time off work.  Do you want to close the business down for a few days?  And can you afford to do so?  If so, does everyone who works there want to have time off forced on them, or would they rather work over the holiday period?  If you are shutting down, has everyone got to use up annual leave?  Have they got enough annual leave?  Will you give extra time off?

Will you let people leave early on Christmas Eve, or do you expect them to work the full day?  Is your business going to be shut on Christmas Day, or will you be open as usual.  If it is the latter, how will you organise who works on that day?

Celebrations

Things you need to consider under the heading of celebrations are many and varied.

Your employees may want to have an office party, or a meal out.  You need to consider whether this should be in their own time or whether you will give additional time off.  You might want to contribute to the cost.

What about music in the workplace?  Some people like to have Christmas music while they work.  Others hate it.  Some like the popular Christmas music which is played on the radio and in shops all through December.  Others would prefer classical or religious music or carols.     Will you allow music all the time, or only at certain times, or not at all?

Many people like to bake cakes and food at Christmas and bring sweets, chocolates, cake or other food into the workplace.  Are you happy for that, or do you need to lay down some rules?  What about drinks?  You may not normally allow alcohol in work, but would you make an exception at Christmas time?  If so, what rules will you set around it?

Gifts and Giving

People like to give cards and presents to each other at Christmas and that, of course, is a personal decision.  But some workplaces organise a “secret santa” where each person receives a gift.  Of course this can be fun, but again you may need to set some rules about cost or type of gift.  Some people may choose not to take part and that is fine, but you need to make sure they are not made to feel uncomfortable about that decision.  I have been on the receiving end of some fairly questionable gifts through secret santa.  People think it is funny to give an offensive gift when it is done anonymously and it can be very difficult if it is not properly controlled.

This might be a good time of year to make some corporate contributions to a local charity or to encourage employees to volunteer to help others in some way.  Your employees and clients will be very supportive of you if you can give a little extra at this time of year.

Getting to Work and Flexible Working

Whether or not you already have a culture of flexible working, this might be a good time of year to relax the rules.

In the UK, the weather can be bad at this time of year and the days are short.  We have darker mornings and earlier evenings.  Travel can be difficult for people in the dark and in poor weather.  In the final run up to Christmas, there is the additional worry of drunk driving as many people have too much alcohol and don’t realise that one extra glass can make their driving very dangerous.

People have children who are taking part in seasonal activities and parents may well want to be able to take time out to attend a carol concert or school play. School holidays are an additional problem for parents to deal with and they may need some flexibility to manage childcare.   Or people may have other caring responsibilities, hospital visits or older people to consider.  Unfortunately, these arrangements can become more difficult at holiday times.

Strained Relationships

Christmas should be a time to relax and enjoy ourselves. But for many, the stress just piles on us before and during the holiday period.  There is so much to organise, so many calls on our time and our money. We sometimes dread spending time with difficult family relationships or unwelcome guests and we put pressure on ourselves.  All of these things can cause major health and wellbeing issues.

Additionally, the increased likelihood of colds, flu and seasonal illnesses.  Not to mention self-inflicted problems from too much alcohol or too little sleep.

All of these things are generalisations and will not affect many of us.  But they will definitely affect a large proportion of our workforce.

Giving employees their best Christmas ever

Christmas needs careful planning – as with so many other things in the world of work!

As always, if you want to give your employees the best Christmas present, then consult with them about what works and what doesn’t work.  You will never please everybody all the time.  But if you know what the majority of people want, then you have half a chance of giving them a happy Christmas at work.

And who will benefit most from that?  The employer, of course.

This could be your best Christmas ever!

If you think this article is useful and you would like any strategic HR support or information  on dealing with this  – or any other people-related issue in your business – contact us for a no-obligation chat.

Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit. Why not join the JMA HR mailing list?  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.

The Truth About Employees, Divorce and Productivity

It  is well-documented that divorce can be one of the most stressful situations anyone can experience.  In the UK roughly 42% marriages end in divorce.  So it is highly likely that some of your employees will be going through a divorce at some time.

The thing about employees is that they are people first, with complex emotions and feelings.  We don’t just shrug off our feelings, like coats, and hang them on a hook when we walk into the workplace.

So how we feel at any one time or any particular day will affect our performance, concentration and productivity. Employers may not want to acknowledge this, and deal with it.  But good employers recognise that their workers have things going on which are probably more important than work -at least for the individuals.

Is there anything an employer can do for employees who may be facing divorce?

Legalities and changes in the Law regarding divorce

It has been widely reported that “no fault divorce” is to be introduced in the UK.  The intention is to end the blame game and make divorce easier for those involved.

This is undoubtedly good news and should lessen acrimony in divorce cases.  But divorce is going to remain unpleasant for those who go through it.  There will still be financial disputes and anxiety over children and access.  If your employee is going through a divorce their private life will be disrupted and their work will also be adversely affected.

 What effects am I likely to see on my employees?

The most likely effect on your employee is stress.  This may mean loss of concentration and increased anxiety.  They may use work as a refuge from the storm in their private life.  If they are engaged and involved in their work, it may indeed be a relief from the stress.  But it is more likely that they will only pay partial attention to their work.

The divorcing employee is likely to need to make court appearances, maybe multiple times if there is disagreement about financial aspects or access to children.  It may be that the employee is going through a change in their living accommodation, or the sale of a jointly owned house.  They are very likely to have increased financial worries.

How can an employer help employees who are divorcing?

There are some practical steps an employee can and should take to support their employees through a divorce.

This is an example of a situation which can be greatly helped if you already have a trusting and effective relationship with your employees.  If they trust you or their line manager, they will be more open about their personal circumstances.  You can build on that trust if you provide practical and relevant help to them.

The first issue is with regard to financial management.  Divorcing couples need to exchange financial information and often need documents to confirm details of salary, benefits, bonuses, pension arrangements.  An employer can help by providing that information quickly.

Some more ways an employer can help

Another issue which will affect your divorcing employee may be the need for time off work to attend court hearings in relation to the divorce, especially if it is an acrimonious divorce.  There is no legal requirement that you give paid time off for this, but you may wish to allow them to use up annual leave, or take unpaid leave.  Or a generous employer may wish to give additional paid leave (but you would need to give this some thought to ensure fairness to other, non-divorcing, employees).

However well an employee may be dealing with a divorce, you would be well advised to keep an eye on their mental health.  These will be stressful times for them and we all react differently in such circumstances.  Some of this will depend on how acrimonious the divorce is and whether there are children involved.   It may be helpful  to think about how to provide counselling or employee assistance if you do not already have such a scheme in place.

Benefits for the employer in supporting an employee through divorce

If you have a positive relationship with your employees, they are more likely to be honest with you about an impending divorce.

How can you provide practical and relevant support to them?  If you can do so, the situation is likely to resolved more quickly.  This is a benefit to the employee, of course.  But that also makes it better for you.

A reduction in the stress of the situation may lead to reduced likelihood of ill-health absence.  The employee will be more focussed at work and more able to concentrate.  This has a positive effect on their productivity.

There are more benefits for the employer

The secondary effect is loyalty.  An employee who has had support from their employer through a difficult personal situation is easier to retain in the workplace.  They will not want to risk moving to a less understanding workplace.

Your reputation as a caring and good employer will also be enhanced.  This will have a positive effect on recruitment and employee satisfaction.

Being kind to our employees and supporting them through difficult times is not only good for them, but it is also good for us as employers.  We all want to be cared for and cared about, and that includes employers.  And it doesn’t hurt the bottom line, either.

 If you think this article is useful and you would like any strategic HR support or information  on supporting an employee through a difficult time in their personal life, then  contact us for a no-obligation chat.

Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit. Why not join the JMA HR mailing list?  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.

Is Being “Always On” Good For Productivity?

What impact does technology and the “always on” culture have on productivity?

Technology allows us to work when and where we want to.  But is the “always on” culture good or bad news for productivity in UK business?

A recent article in HR News discusses a recent survey by Aviva. The findings are that 72% of UK workers are checking their emails outside of work hours. On average we spend up to two and a half hours per week working outside our usual hours.  This equates to an extra 16 days at work per year.

Employers may feel this is good for productivity.  Additionally, in these days of flexible working, we like to be able to work at times to suit our lifestyles.  Technology allows us to do this, so where is the problem?

Is it bad to be able to work outside normal hours?

Many people like the freedom to catch up with some work in the evenings or at weekends.  If we work flexibly, it gives us the chance to take time out of work during normal hours.  Then we can make up the time missed when it suits us to do so.

But the downside is that we never really leave work behind for the day.  It is too easy to keep in touch remotely, which means managers can (and do) send emails outside working hours.  That is fine and they probably don’t expect an answer there and then.  But many of us see an email from the boss and think we need to be working because our manager is working.  It doesn’t matter how much a manager says “do as I say, not as I do”, it is human nature to want to please.  Particularly, we want to please the boss. So if we see them working we automatically feel guilty if we aren’t working too.

There is emerging evidence that this is having a detrimental effect on mental and physical well-being. We want to please the boss, but we also want to spend quality time with family and friends.  And we need to have a break from work.  Research by the Chartered Institute of Personnel and Development (CIPD) in 2019 found that 87% of organisations reported the inability to switch off after hours as the biggest negative effect on employee well-being.

What can employers do?

Have you thought of banning email at weekends or after certain hours? American healthcare company, Vynamic, have banned people from sending emails between 10pm and 6am and any time at the weekend.

You may think that this policy is a backward step for flexible working.  But the ban is only on hitting “send”.  Managers and employees are free to work whenever they please and to draft emails, but they are not able to send the emails.  If the matter is urgent, they can text or telephone the other party.  Vynamic have found that this ban is really effective.  Because there is no danger of getting emails, employees don’t feel the need to check for any and so they are free to enjoy their downtime.  And the sender of an email has to stop and think if the matter is so urgent that they need to send a text or pick up the phone.  Mostly it is not that urgent.

The CEO of Vynamic says it is the best benefit they have ever introduced – and at no cost.  Employee well-being has improved hugely.  What is more, the retention rate has increased as well as people want to continue to work for a company where they are valued and truly get a break at the end of the working day or week.

Do you want your employees to be well and happy?

Of course you do.  We all want that for our employees. It makes great business sense.  Well and happy employees are loyal and want to continue to work for you.  They are your advocates and tell your clients and the world that they work for a great company.

 

Then there is the financial aspect.  The cost of implementing this rule is fairly negligible, yet it has a huge impact.  The other financial benefits include reduced absence and a lesser need for recruitment.  How would you like to be the CEO of a company where everyone wants to work for you?

 If you think this article is useful and you would like any strategic HR support or information  on dealing with this  – or any other people-related issue in your business – contact us for a no-obligation chat.

Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit. Why not join the JMA HR mailing list?  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.

How Employee Financial Well-being Ignites Productivity

In August last year, I wrote an article about how you can support the financial well-being of your employees.  Now I want to concentrate on why this matters to employers.

This really fits as part of my current focus on productivity in the workforce.  A survey by Metlife UK  earlier this year  looked at employee financial well-being. 64% of senior managers said that addressing financial well-being will help boost productivity and engagement.

But businesses say they do not understand enough about the link between financial well-being, mental health and productivity.  They want more clarity on how to tackle this issue.

What is financial well-being and why does it affect people who are working?

In simple terms, employee financial well-being can be slotted into various categories.  Firstly we need to have an adequate salary to support ourselves and our families.  We need to be able to save for the future, in terms of things like mortgages or pension provision.  It is good to have a cushion to deal with emergencies.  And we want to be able to pay off existing debt.  These are key aspects of our financial well-being.   Understanding our finances and feeling in control is important.  And we want to feel that we are paid fairly for what we do and in comparison to others. It is linked to a belief about whether we are valued properly.

This is not just about pay (or low pay). It is not about financial mismanagement. And it is definitely not limited to a need for debt counselling.  Just because people are in employment, it does not mean they don’t have money worries.  And the worry is not confined to those on low pay.  Financial well-being can be a concern for all income groups, even those with a higher income or in a senior role. In fact, it can have a greater impact when we earn more.  The more we earn, the higher our financial commitments.

How does employee financial well-being impact the workplace?

The CIPD, in association with Close Brothers, carried out a study on employee financial well-being.  This shows that a quarter of employees say that financial concerns impact their performance at work.  The issues include loss of sleep. And time spent at work thinking about or dealing with financial problems.  It affects our productivity, our ability to do the job.  There can be an impact on ourconcentration and decision-making.   Additionally, nearly a third of people in the UK only have savings to cover up to three months if we lost our jobs.

There is a great deal of coverage in the press and social media about mental health and well-being in the workplace.  But many employers fail to grasp that employee financial well-being contributes hugely to employee mental health.  The CIPD has found that only a third of employers actively promote employee financial well-being.   This is largely because employers do not know where to start or how to work out what is needed .

Practical steps for employers

Larger employers  are more likely to provide benefits packages.  These may comprise a number of different benefits for employees.  Smaller businesses will offer a pension.  But they may not be in a position to offer a wider range of benefits.

Employers are well-advised to inform and educate employees about the options and what they mean.  This is the case however simple or limited the benefit package may be. Have you thought about consulting with employees to find out what is effective (or not)?  Are you confident they are making the right choices? This is even more important if you offer a variety of benefits.  Especially if people can choose which benefits to take.

There are many low cost or cost-free advice services which employers can provide.  Additionally, there may well be some local companies who would be glad to come into your workplace to advise and help your employees.  This may be at no cost to you, as the employer.

As employers, we have a duty of care towards our employees.  So we need to be aware of people who are working longer hours, not taking all their holidays.  Or those who are having unexplained sickness or are behaving uncharacteristically.  These could all be signs of problems.  And those problems could have financial difficulty as the root cause.  We have no right (or desire) to pry into people’s personal finances, of course.  But advice on where to seek help may be all that is needed.

What are the benefits for the employer?

How can you  help your employees to understand their finances and to become more able to control them?  If you can do this, you will benefit from a happier and more engaged workforce.  The immediate benefit is higher productivity. If people are getting a good night’s sleep and are able to concentrate at work, then they will be more effective, quicker and more accurate at work.

As an employer, you will benefit from the fact that people will have more trust in you. They know that you pay fairly, that you care about their welfare, that you support them through any difficulties.  This translates into better customer service, improved employer reputation, increased loyalty.  All of this improves business growth.  Why would any employer not want to see those benefits?

If you think this article is useful and you would like any strategic HR support or information  on dealing with this  – or any other people-related issue in your business – contact us for a no-obligation chat.

Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit. Why not join the JMA HR mailing list?  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.

Too Hot To Work – Temperatures In The Workplace

When temperatures rise, people often think it is “too hot to work”.

Temperatures in UK have been very high in the last few days.  The hottest August Bank Holiday ever was recorded.   So what is the law about temperatures at work?  And what can employers do to keep it comfortable?

What are the legal requirements about temperatures in the workplace?

The simple answer is that, in the UK, there is no law which specifies maximum (or minimum) working temperatures.  There is no law which says when it is too hot (or cold) to work.

The Health and Safety Executive (HSE) advises that “in offices or similar environments, the temperature in workplaces must be reasonable”.  The requirement on employers is that they must keep the temperature at a “comfortable level”, known as thermal comfort.  They must also provide clean and fresh air.  There are six basic factors which affect thermal comfort.

The six basic factors affecting thermal comfort

Each individual person has different levels of comfort and can be affected in different ways from others.  The most commonly used and obvious factor is air temperature.  This is easily measured, but it can be affected by the other factors.

Another environmental factor is thermal radiation.  This is the heat which radiates from a warm object.  This may be present if there are hot pipes, machinery or other heat sources in a workplace.  This has more influence than air temperature on how we lose or gain heat.   Direct sun is also a source of thermal radiation.

The speed of air moving across a person (air velocity) may help them to cool down. For example, if there is a fan or moving air through an open window.  Humidity is another factor. If there is water vapour in warm air, this can result in humidity and people feeling “sticky”.

There are also a couple of personal factors which affect thermal comfort.  A person may feel more or less at a comfortable temperature, depending on their clothing.  Too much clothing or safety clothing – Personal Protective Equipment (PPE) can be a primary cause of heat stress.

The final factor is the individual’s work rate.  The more physical work we do, the more heat we produce.  Individual physical factors such as size, weight, age, fitness level can all have an impact.  We are all different and react differently to changes in temperature.

What can employers do to keep temperatures in the workplace at a comfortable level?

There are a number of things which employers can consider to make the workplace more comfortable when the temperature rises.   You may already be doing some things and others are simple to implement.  Some things to consider are:

  • provide desk fans
  • allow flexible hours/early starts so people can choose to avoid working at the hottest times of the day
  • where possible, encourage people to open windows
  • if you have air conditioning, make sure it is maintained and working
  • allow relaxed dress codes
  • keep blinds closed to avoid direct sun
  • move workstations away from any hot machinery/pipes, etc
  • insulate hot pipes and machinery, where possible
  • ensure that risk assessments include considerations about temperatures in the workplace
  • provide fresh drinking water (preferably cooled)
  • allow regular breaks for people to cool down
  • allow flexible, remote or home working
  • provide clear guidance on all of the above to employees

As always, I would advise you to consult with and collaborate with your employees.  They may have some more ideas about how to be more comfortable at work during periods of extreme temperatures.

One final thing for employers to think about, is when to  carry out risk assessments.  In particular, if you receive several complaints from employees about the temperature in the workplace and their discomfort, then you must carry out a risk assessment and take appropriate action.   For further advice, see the Health and Safety Executive website.

What about jobs which involve extreme temperatures in the workplace?

There are some types of work which create extreme temperatures in the workplace, regardless of the season.  Some manufacturing processes, for example, can have serious effects on health if the temperature is not managed properly.

In such an environment, it is critical to undertake risk assessments. If your Business involves people working in very high or low temperatures, then you should seek further advice from the Health and Safety Executive or a professional health and safety expert.

 

If you think this article is useful and you would like any strategic HR support or information  on dealing with this  – or any other people-related issue in your business – contact us for a no-obligation chat.

Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit. Why not join the JMA HR mailing list?  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.

How Workplace Gratitude Can Inspire Productivity

Workplace gratitude is not a phrase which comes readily to mind.

Most of us are taught as children to be grateful for gifts and to thank people for kindness.  This carries over to adult life and many have a daily habit of gratitude.  Some keep journals of things for which to be grateful. Speaking from personal experience, this can have a profound effect on life and mental wellbeing.

But this does not often spill over into the workplace.  In many organisations it may not feel appropriate or comfortable to show gratitude.  Employers may be missing out, though, if they don’t encourage a culture of workplace gratitude.

Why should employers encourage workplace gratitude?

Gratitude in daily life can raise energy and positivity.  It makes us feel good – and makes the recipient feel good too.  In the same way, gratitude at work can raise productivity; help employee engagement and lead to a positive organisational culture.

In turn, these changes lead to better teamwork, higher productivity, staff retention.  Employers can see an increase in employee resilience.  This can lead to less sickness absence, more innovation, better performance.

Workplace gratitude is definitely a worthwhile investment.

Why don’t we encourage workplace gratitude?

It is, perhaps, understandable that many managers find it difficult to give negative feedback to employees.  But why is it so hard for us to say “thank you” at work?

Some managers cannot see why someone should be thanked just because they do their job.  But what I am suggesting is that we thank people for specific things they do, rather than just general thanks for doing the job.

There may also be concerns that someone will expect more than just a thank you.  If we thank them for doing something well, will they expect a pay rise or a bonus?   That is another reason to build a culture where gratitude is an everyday occurrence.

Another fear is that gratitude is somehow “soft” or “cheesy”.  The emphasis is on being genuine and authentic.  Don’t say “thank you” unless you really feel gratitude.  But when you think about the effort involved – or the time saved, or other benefit – then it is easy to feel gratitude.

How to build a culture of gratitude in the workplace

It starts at the very top.  If the business owner and leaders take the time to notice the small things which ease the day and contribute to success, then it encourages everyone else to do the same thing. You might feel uncomfortable thanking someone for making sure the printer was stocked with paper but if you thank people regularly, it will become second nature.

The more specific you can be with your thanks, the better.  If you thank people in general terms for their work or their contribution, then it ceases to mean much.  They will think it is just so much “management speak”.  They may not see the real gratitude behind your words.

In the same vein of keeping it authentic, it is better to thank people at the appropriate time, rather than waiting to thank them in a team meeting every month.  And remember, some people don’t like to be thanked in public and may prefer an email or a quiet personal word of thanks.

Your thanks will be more authentic if you can show awareness of the small things, as well as major achievements,.  Of course it is good to celebrate big successes – a major sale or bringing a new product to market.  But it is critical to also thank the employee who took on extra work to cover for a sick colleague, or the person who worked so hard to turn around a complaint from a customer.

Encourage your employees to show gratitude

Encourage your employees to give back to charity initiatives, or to show social responsibility by contributing their skills or time to help others. You can lead the way with an organisational social responsibility agenda, or preferred charities which your company supports.

If you are trying to build a shift in your culture, then consulting with your employees is a good way to start.  Talk to them about gratitude and how it can be shown – and received.  They will have their own ideas and they will be able to tell you what works for them, and what doesn’t work.

Train your managers and employees to thank each other when things go right and to avoid blame when things are not so good.  Look on mistakes as learning opportunities.

But don’t force it.  If it is not authentic, then it will feel unnatural and people will be very uncomfortable. We all crave genuine gratitude when we have achieved something or had a success.  But that can very soon go sour if there is a lack of authenticity.

Random Acts of Kindness in the workplace

There is a movement afoot in the world to encourage people to carry out a random act of kindness, with no expectation of reward. This encompasses things like paying for a coffee for a stranger, or letting a vehicle merge into traffic from a side street.

As with other forms of gratitude, carrying out a random act of kindness  leads to more  empathy and compassion.  It  can help us to  connect with others and it brings a higher level of energy.

One way to increase workplace gratitude is to encourage random acts of kindness within the workplace.  Some suggestions:

  • Be on time – or let people know if you cannot avoid being late
  • Start and end meetings on time
  • Ask questions and really listen to the answers
  • Say thank you and mean it
  • Make time to chat with someone who needs it
  • Pay for someone behind you in the cafeteria, or buy for a colleague
  • Give someone a compliment
  • Give up a good parking spot
  • Smile
  • Leave change in the vending machine
  • Hold the door open for someone
  • Listen to someone else’s point of view without jumping in or judging them
  • Solve someone’s problem
  • Do something for someone without being asked
  • Make a recommendation about someone
  • Give good feedback on someone to their boss
  • Do a charity drive (for example, collect postage stamps for your favourite charity)
  • Clean up the mess in the kitchen (even if you didn’t make it)
  • Ask someone how they are and really be interested in their answer – show you will listen if they are not OK
  • Let go of a grudge
  • Admit your mistakes
  • Be friendly
  • Respect others

 

If you think this article is useful and you would like any strategic HR support or information  on dealing with this  – or any other people-related issue in your business – please join our mailing list, or contact us for further guidance.

 Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit.  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.

Use it or Lose It!  Why you must remind employees to use up their annual holiday entitlement

What if your employees don’t take all their holiday entitlement within the year?  Surely, they lose the right to take the holiday? In most cases, yes, they lose the right to take the holiday, but it depends on various things.  Things such as the reason why they have not taken their holiday. Or what it says in their contract of employment.

If someone has been off sick and so has not been able to take their holiday, then you should consider allowing them to carry the remaining holiday over to next year.  Similarly, if they have been on maternity leave or parental leave then they will still have built up holiday entitlement.  So they must be given the opportunity to take it, or carry it over to next year.

Additionally, you may have a clause in your contracts of employment which allows people to carry forward some of their holiday until the next holiday year.

Isn’t it a good thing for the Business if people don’t want to take all their holiday?

 You might think your business benefits from the additional work you are getting if people don’t take all of their holiday.  After all, you have to pay them anyway, so if they choose to work, rather than take their holiday, then that is surely a good thing?

You should be concerned if people are not taking holiday.  My advice would be for you to find out what the reason might be.  You may not need  to look any further than your mirror.  If you do not take all of your holiday, then you are unconsciously giving out the message that you do not expect other people to do so.

Similarly, is there is a culture in the organisation that people regularly do not take all of their holiday entitlement?  If so, then individuals may be frightened of upsetting their colleagues if they take “too much” time off – even if it is their entitlement!  We all want approval and appreciation from those around us (particularly the boss) and some people may be fearful of the consequences if they do not conform.

What about wellbeing?

 Another major consideration should be the health and wellbeing of your workforce.  People need to have regular breaks from the workplace to maintain their emotional, mental and physical health.    If they are not using all of their holiday entitlement, then they are not getting the most from their opportunities to refresh themselves.

Although it appears that you are getting “more work” from people who are not taking all of their holiday, it may well be that you are actually only getting “more presenteesim”.  They may be in the workplace more often, but will their output be of a high quality? If they are tired, stressed and in need of a break, then they are not likely to be producing their best efforts on your behalf.

But how can I make people take holiday if they don’t want to?

 Of course, you cannot force people to use up their holiday.  But you should be encouraging them to do so.

If you and your managers lead by example and ensure you use up all of your holiday, then your employees will feel comfortable in doing the same.   Make sure you use regular discussion with your employees to reinforce the message that they should be using all of their holiday each year.

Regular reminders about using holiday should be issued during the whole year. You don’t want everyone to leave their holiday until the last minute and all rush to book it in the last quarter of the year.  Regular reminders should help to manage the flow of holiday requests.

Finally, in the third quarter of the holiday year, you could send out a reminder to the whole workforce that there is only limited time to use up their holiday and that you expect them to do so.

Not my responsibility

 You may feel that it is not your job as employer to be reminding people to use up their entitlement.  You do your bit by giving them the entitlement. If they choose not to make use of that, then that is their choice.  This, of course, is true – up to a point.

However, a recent legal case in the EU reminds employers that it is their responsibility “diligently” to give the employee the opportunity to take their holiday and to remind them of their right to take it.

If you think this article is useful and you would like more advice on dealing with this  – or any other people-related issue in your business – please join our mailing list, or contact us for further guidance.

 

Five things an employer can do to improve work-life balance for their employees…

… and five reasons why they should.

There are several things you can be doing to help your employees achieve a healthy balance in their lives:

  1. The first thing you should do is to talk to your employees about how to achieve balance in their workplace and home lives. If you collaborate on a solution then it is more likely to work for everyone.
  2. Try to avoid a “one-size-fits-all” solution. Everyone has a different idea of what they consider to be a balance. What is great for one person could be a nightmare for someone else.
  3. Don’t expect your employees to work long hours for no extra reward. If you need people to work longer hours, then employ more people – or at least pay overtime.
  4. Lead by example. If you are in the office for long hours, then your staff will think that is what you expect of them as well.
  5. Don’t just pay lip service – actually be that flexible employer who expects your employees to have a balanced life.

What is the benefit of offering a healthy work-life balance?

  1. You can start to reap the rewards of increased productivity.
  2. You are likely to find your employees have reduced sickness absence.
  3. Your staff turnover may reduce and you will find it easier to recruit when people do leave.
  4. You will have an enhanced reputation as a good employer. Your clients will like that too.
  5. You are likely to find it is easier to cover a longer working day. Some people like to work early and others to work late. So you can be there more for your clients.

If you think this article is useful and you would like more advice on dealing with this – or any other people-related issue in your business – please join our mailing list, or contact us for further guidance.

 

Personal Financial Wellbeing – How Can You Support It?

Do you know about the personal financial wellbeing of your employees?

Earlier this year, I wrote a guest blog post for Nikki Ramskill, the Female Money Doctor.  Nikki is a medical doctor and she sees first-hand the effect that financial worry has on people’s health.  In my article I said that “A caring employer who wants to benefit from a healthy, happy and productive workforce should be thinking about how to provide financial advice.”

I am returning to this subject as it is dear to my heart and there has recently been a study by the Institute for Employment Studies (IES) into employee financial wellbeing guidance in organisations.

This study looks into what employers can do to support the personal financial wellbeing of their employees and why they might want to.

Horror Stories

There have been recent headlines  about people who are holding down jobs but are homeless.  And there have been other stories about people who are in full time work, but below the poverty line.

Of course, these are the extremes, but many people are in debt and are unable to save.  They are struggling to pay mortgages or rent and to feed and clothe their families.  Other studies over the years have come up with statistics such as: 40 per cent of adults say they are not in control of their finances; only 28 per cent of people have a savings buffer equal to three months’ income and a third of employees state financial worries are their biggest concern.

All of this will inevitably have a negative impact on the health of your employees.  It will give them higher stress and anxiety levels and affect their ability to sleep, their concentration levels and their absence due to sickness.  If they are suffering, then your business is also suffering.  They will not be performing well.  Their decision making will be affected.  They will have a reduced ability to concentrate.

You may be paying well and providing other benefits on top, but are you aware of the financial health of your employees?  If not, then you may be missing out on a good way to improve productivity, employee engagement and your employer reputation.  There are many low cost or even cost-free ways to help your employees to enhance their personal financial wellbeing.  And if you help them, then you are helping yourself too.

How can I help?

You could start by setting up an employee financial wellbeing strategy.  This does not have to be difficult.  It would be a good start to look at all the help you already provide and put it all into an easily accessible package.  You probably provide help already, but not in a clear format.

You can also signpost employees to help which is available for them – usually at no cost.  There are all kinds of support mechanisms, debt counselling, financial guidance, pension advice, savings schemes, etc which is available if employees know where to look.

Sometimes all that is needed is some financial education.  People are frightened of managing their finances because they feel they don’t have the skills or knowledge.

But I don’t want to invade their privacy

In these days of enhanced data protection, identity theft, invasion of privacy, employers are nervous of enquiring into the personal finances of their employees. But you don’t need to know specific details, unless the employee wants to share it with you.  Additionally, you might assume that your employees have adequate knowledge to make decisions about their finances – especially if you already provide advice on things like pensions and flexible benefits. But the IES study found that that many employees would positively welcome some engagement from their employer to help them to resolve any difficulties they may be facing.

If you think this article is useful and you would like more advice on dealing with this  -or any other people-related issue in your business – please join our mailing list, or contact us for further guidance.