REFLECT BEFORE REACTING by Jenny Heyes
Head of People Projects, Napthens
2020 proved to be a challenging time for businesses across the UK – and worldwide.
Whilst undoubtedly a difficult year for business leaders, some businesses have even seen growth as a result of the pandemic.
These include large supermarkets, gardening suppliers and retailers, PPE manufacturers and H&S organisations, legal and HR services along with those that have online capability and/or focus.
Whatever impact the pandemic has had on an organisation, it will have needed to adapt business strategy through the course of the year.
Changing or adapting a business strategy will have impacted the workforce in some guise or other. To support the business goals of any organisation a HR strategy should run parallel to the business strategy to support the achievement of the overarching business objectives.
However, HR professionals might want to consider undertaking the development of their strategy slightly differently from previous years going forward.
Rather than responding to the effects of Covid-19 and considering these effects in isolation, there is a danger that HR could fall into a reactionary support model.
Instead, businesses can make use of the insight gathered over the course of the last 12 months to reflect and learn lessons, focusing on the future of HR in the business to support and drive growth through strategic input.
The People Projects team at Napthens provide HR consultancy services which include HR strategy development and support, working with leaders and in-house HR professionals to develop a function that will guide an organisation and add real tangible results.
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THE WORKPLACE COST OF POOR MENTAL HEALTH by Claire Thwaite
Head of HR excellence, CUBE HR Consultancy
Last year the government commissioned the Stevenson/ Farmer Review of Mental Health and Employers and it generated some really interesting statistics about mental health in the workplace.
Absence due to mental health had risen by 5 per cent with people absent due to mental health 3 times more likely to have a period of long-term sickness.
Poor mental health is estimated to cost between £33 and £42bn per year - that’s an average cost of £1,250 - £1,560 per employee per year.
Only 11 per cent of employees felt comfortable discussing mental health problems with their manager - in fact half said they would never discuss it!
Only 24 per cent of managers have received any form of training on mental health in the workplace.
So what can businesses do to reduce the impact of poor mental health, not only on their bottom line but on their employees and their teams?
Produce, implement and communicate a mental health at
work plan that promotes good health and outlines support available.
Develop awareness amongst employees through information, tools and support.
Encourage open conversations about mental health - start this at the recruitment stage and repeat at regular intervals.
Provide good working conditions, a healthy work/life balance and development opportunities.
Promote effective people management, give managers the skills to have discussions about mental health.
Routinely monitor employee mental health and wellbeing.
Provide access to confidential mental health support and clearly signpost it.
Nominate a senior lead to spearhead your mental health programme.
What do you currently do to help your employees? Could you do more?
ONE POINT OF CONTACT TALK TO THE SAME PERSON EVERY TIME
YOU CAN BE CONFIDENT YOU’LL LOVE WORKING WITH US NO TIE INS
FULL HR SERVICE NOT JUST COMPLIANCE - WE TOTALLY CARE
TAKE AWAY THE PAIN GIVING YOU COMPLETE PEACE OF MIND
OUTSOURCE ALL YOUR HR NEEDS TO US , WE PROMISE TO TREAT YOUR BUSINESS LIKE OUR OWN.
FOLLOW US ON: CALL: 01282 678321
EMAIL:
CLAIRE@CUBEHR.CO.UK WWW.CUBEHR.CO.UK
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EMPLOYMENT LAW
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