Category Archives: News

News, Legislation Updates

Redundancy in 2025: Why UK Businesses Are Cutting Jobs and What SMEs Can Do

Posted on by Greg Guilford
Redundancy 2025
08
Sep
Redundancy 2025

Redundancy has become a pressing issue for UK employers in 2025. Between June and August 2025, organisations reduced headcount at a 0.5% annual rate—the fastest pace since 2021. This rise in redundancies is linked to the £25 billion increase in employer National Insurance Contributions (NICs) introduced in April 2025, alongside broader economic pressures.

For small and medium-sized enterprises (SMEs), navigating redundancy is particularly challenging. Unlike larger corporates, SMEs often lack deep financial reserves and HR capacity. Decisions around redundancy can have far-reaching consequences, from employee morale to business reputation. Understanding both the reasons behind rising redundancies and the process to follow is essential for business leaders right now.

Why Are Redundancies Rising in 2025?

1. The NICs Increase

The April 2025 rise in employer NICs has added significant payroll costs. For labour-intensive sectors such as hospitality, retail, and care, this has been especially painful. Employers are being forced to revisit workforce planning, with redundancy emerging as a cost-cutting measure when other efficiencies can’t be found.

2. Economic Uncertainty

Redundancy is often a symptom of broader economic pressures. With inflation, slower consumer demand, and political change all contributing to uncertainty, businesses are freezing recruitment and scaling back wages. In some cases, redundancy programmes are being used pre-emptively to safeguard profitability.

3. Pressures on SMEs

SMEs are particularly vulnerable. They typically operate on tight margins and may not have the luxury of long consultation periods or redeployment opportunities. For many, redundancy decisions are being driven not by choice but by financial necessity. That makes it even more important to consider alternatives before making cuts.

The Impact of Redundancy on SMEs

Redundancy isn’t just a financial decision—it has human, cultural, and legal consequences.

  • Morale: Employees who remain after a redundancy round may feel insecure, disengaged, or resentful. This can harm productivity and retention.

  • Reputation: Poorly managed redundancies can damage an employer’s reputation in the local market, making it harder to recruit in the future.

  • Compliance risks: Mishandling redundancies exposes SMEs to legal claims for unfair dismissal, which can be costly in both time and money.

In short, redundancy might save money in the short term, but without proper planning and process, it can create long-term challenges.

The Redundancy Process SMEs Must Follow

If redundancy is unavoidable, employers must follow a fair and legally compliant process. Cutting corners increases the risk of tribunal claims. The redundancy process typically involves:

1. Establishing a Genuine Redundancy Situation

Redundancy is only lawful if the role is genuinely no longer required—this may be because of reduced demand, workplace closure, or business restructuring. Employers must be able to demonstrate the business rationale behind the redundancy.

2. Consultation

  • Fewer than 20 redundancies: Employers must consult individually with each affected employee.

  • 20 or more redundancies: A collective consultation process is legally required, involving employee representatives or trade unions.
    Consultations must be meaningful. This means genuinely considering alternatives before reaching a decision.

3. Fair Selection Criteria

If only some roles are being made redundant, employers must use objective, transparent criteria for selection (e.g., skills, qualifications, performance, disciplinary records). Discrimination based on age, gender, disability, or any protected characteristic is unlawful.

4. Considering Alternatives to Redundancy

Employers must explore redeployment opportunities, flexible working, or voluntary redundancy. Failure to consider these options can render the process unfair.

5. Notice and Redundancy Pay

Employees with two or more years’ service are entitled to statutory redundancy pay, which is calculated based on age, length of service, and weekly pay (capped at £719/week in 2025). Employers must also give the correct notice period—either contractual or statutory.

6. Right of Appeal and Support

Employees should have the right to appeal redundancy decisions. Providing support such as outplacement services, CV workshops, or wellbeing assistance demonstrates good practice and helps maintain morale among remaining staff.

Important: Failing to follow the redundancy process correctly can lead to claims of unfair dismissal, financial penalties, and reputational damage.

Alternatives to Redundancy

Redundancy should be a last resort. SMEs should carefully consider other cost-saving strategies first:

  • Flexible Working Schemes: Reducing hours, offering hybrid work, or job-sharing can lower costs while retaining skills.

  • Phased Pay Reviews: Instead of large pay rises, implement staged increases linked to company performance.

  • Non-Financial Benefits: Wellbeing initiatives, career development opportunities, or additional holiday days can boost retention at low cost.

  • Payroll Planning: Review NICs obligations and explore any government relief or grant schemes.

  • Scenario Planning: Use workforce modelling to test financial strategies before making redundancy decisions.

By exploring these alternatives, SMEs can often reduce financial pressure without losing valuable employees.

Frequently Asked Questions (FAQs)

Q1. Why are redundancies increasing in 2025?
The April 2025 NICs hike has added £25 billion in costs for employers. Combined with slowing growth, redundancies are being used to cut costs.

Q2. How does redundancy affect SMEs?
Redundancy can provide short-term savings but risks morale, productivity, and legal disputes if not handled correctly.

Q3. What is the redundancy process employers must follow?
Employers must consult staff, use fair and objective selection criteria, consider alternatives, issue proper notice, pay redundancy entitlements, and provide appeal rights.

Q4. What alternatives to redundancy are available?
Options include flexible working, phased pay increases, payroll planning, and offering non-financial benefits.

Q5. What are the risks of mishandling redundancies?
Poorly managed redundancies can result in unfair dismissal claims, reputational harm, and difficulties recruiting in the future.

Conclusion

The rise in redundancies in 2025 shows how economic pressures are reshaping the workforce. For SMEs, redundancy should be seen as a last resort—used only when there is a genuine business need and after all alternatives have been considered.

By following the proper redundancy process and seeking expert advice, SMEs can minimise legal risk, protect morale, and preserve their reputation as fair employers.

At Kingswood Group, we guide SMEs through redundancy planning, consultation, and compliance. Whether you need advice on alternatives, support during consultation, or help managing the redundancy process, we’re here to ensure fair and legally sound outcomes.

 

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News, Advice

Building a Resilient Workforce: Strategies to Support Employee Wellbeing in UK Workplaces

Posted on by Greg Guilford
Employee Well Being
25
Jun
Employee Well Being

Building a Resilient Workforce: Strategies to Support Employee Wellbeing in UK Workplaces

In today’s fast-moving, high-pressure business environment, resilience isn’t just a desirable quality it is essential.

For UK businesses, building a resilient workforce goes beyond navigating economic shifts or industry change. It’s about developing teams who can adapt to stress, stay engaged, and support each other—even when challenges arise.

But resilience doesn’t happen by accident. It needs to be nurtured through a clear employee wellbeing strategy, thoughtful leadership, and a culture that prioritises mental, physical, and emotional health.

In this article, we explore what makes a workforce resilient, why wellbeing is the foundation, and what practical steps employers can take to support their people—without breaking the budget.

What Is Workforce Resilience?

A resilient workforce is one that can manage change, handle pressure, and bounce back from adversity.

This doesn’t mean avoiding stress altogether. Instead, it’s about giving people the tools, support, and environment they need to manage it effectively—reducing burnout, boosting morale, and building long-term sustainability in your team.

Resilient teams are:

  • Better equipped to handle uncertainty and organisational change

  • More likely to stay engaged and productive during tough periods

  • Less prone to long-term sickness absence and attrition

  • More collaborative, adaptable, and self-sufficient

The Link Between Wellbeing and Resilience

Workplace resilience starts with wellbeing.

If employees are overwhelmed, unsupported, or lacking basic tools to manage their health, performance and motivation can quickly suffer. In fact, the CIPD’s 2024 Health & Wellbeing at Work Report found that:

  • 76% of employers report stress-related absence in their workforce

  • Over 50% cite mental health as the top challenge impacting productivity

  • Only 27% of organisations have a standalone wellbeing strategy

A proactive approach to employee wellbeing doesn’t just reduce risks—it improves performance, retention, and your reputation as a responsible employer.

Signs Your Workforce May Be Struggling

Not sure where to start? Look for early indicators that your team’s resilience is under pressure:

  • Increased short-term absences

  • Reduced engagement or morale

  • Rising conflict or misunderstandings

  • Staff becoming withdrawn or overwhelmed

  • Feedback in appraisals or exit interviews around workload or support

These signs don’t mean your business is failing—but they are opportunities to act early.

6 Practical Ways to Build a Resilient and Well Workforce

You don’t need a huge budget or a dedicated HR department to make a difference. Here are six realistic strategies for small and medium-sized businesses:

1. Create a Culture of Openness

Encourage regular check-ins between managers and team members. Give people the chance to talk openly about challenges—without fear of judgement.

This can be supported through:

  • Monthly 1:1 meetings

  • Anonymous pulse surveys

  • Training line managers in active listening

2. Offer Mental Health Support

Invest in basic mental health tools, such as:

  • Access to an Employee Assistance Programme (EAP)

  • Mental health first aiders or champions

  • Clear signposting to NHS or charity-based services

If budgets are tight, free resources from Mind, Mental Health at Work, or Acas can still provide great value.

3. Promote Healthy Work-Life Balance

Review your policies on:

  • Flexible working (hybrid, compressed hours, part-time)

  • Time-off allowances and sickness absence

  • Encouraging proper breaks and switching off after work

Burnout thrives in environments where people feel “always on.” Set clear expectations and lead by example.

4. Support Physical Wellbeing

Simple interventions can go a long way:

  • Encourage walking meetings or lunchtime breaks

  • Provide ergonomic equipment or work-from-home guidance

  • Run occasional wellbeing workshops or step challenges

Healthy employees are more focused, motivated, and less likely to experience long-term health issues.

5. Recognise and Reward Contribution

Recognition doesn’t have to be monetary. A simple thank-you, regular feedback, or peer-nominated awards can boost morale and help people feel seen.

When people feel valued, they’re more likely to stay resilient through difficult times.

6. Train Managers to Spot the Signs

Your managers are your first line of defence. Equip them to:

  • Notice early signs of burnout or disengagement

  • Have sensitive wellbeing conversations

  • Refer team members to the right support

We recommend including this in line manager inductions and refreshing training annually.

Explore our Line Manager Training Options »

Embedding Resilience in Your Business Strategy

Wellbeing isn’t a “nice to have”—it’s a strategic priority.

Companies that embed resilience into their culture, policies, and leadership decisions are:

  • More likely to attract and retain top talent

  • Better equipped to manage change or crisis

  • Seen as ethical, future-ready employers

If you’re not sure where to start, begin by auditing your existing support systems, gathering employee feedback, and identifying any quick wins—before designing a longer-term wellbeing plan.

Kingswood Group can help you assess gaps and build a tailored strategy based on your workforce and budget.

 

Employee Wellbeing
Employee Wellbeing

Final Thoughts

A resilient workforce is not about removing all stress—it’s about creating the right foundation for people to navigate challenges and thrive.

By focusing on employee wellbeing, even in small, meaningful ways, you’ll build a stronger, more engaged and more successful business.

If you’d like to explore how to futureproof your people strategy, our team is here to help.

Contact Kingswood Group Today »

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News, Advice

The Real Cost of Getting HR Wrong (and How HR Outsourcing Can Help Your SME)

Posted on by Greg Guilford
HR Outsourcing
16
May
HR Outsourcing

For many small and medium-sized business owners, HR Outsourcing is often treated as a back-office function — something to manage internally or delegate informally. But in reality, getting HR wrong can carry serious financial, legal, and reputational consequences.

What starts as a simple issue — a delayed contract, a poorly handled grievance, an inconsistent performance review — can quickly spiral into costly disputes, disengaged teams, and talent loss. And these issues aren’t just disruptive — they’re avoidable.

In this article, we explore the true risks of ineffective HR practices and outline how HR outsourcing can give your business the protection, professionalism, and people strategy it needs to thrive.

What Happens When HR Fails?

1. Mishandling Disciplinary or Grievance Processes Without a fair and consistent approach, you risk employment tribunal claims. Even if a claim doesn’t succeed, the financial burden, reputational damage, and leadership distraction can be substantial.

2. Inadequate or Outdated Documentation Employment contracts, policies, and procedures must be up to date, tailored, and legally sound. Relying on templates or outdated documents exposes your business to unnecessary risk — especially when challenged.

3. Falling Behind on Employment Law Legislation evolves frequently. From flexible working rights to redundancy protocols, being unaware of your obligations can put your business on the wrong side of compliance.

4. Ineffective Recruitment and Onboarding A mis-hire doesn’t just impact performance — it affects team morale and costs valuable time and money. Poor onboarding amplifies the risk and undermines your employer brand.

5. High Employee Turnover and Low Engagement People rarely leave because of the job — they leave because of the experience. A lack of clarity, poor communication, or inconsistent management drives attrition and reduces productivity.

Why Forward-Thinking SMEs Are Choosing HR Outsourcing

HR outsourcing isn’t about replacing your team — it’s about strengthening it. It offers SMEs:

  • Access to qualified HR professionals who understand current legislation and best practice
  • Confidence that every policy, procedure, and contract is fit for purpose
  • On-demand support for complex employee issues
  • Strategic input to support recruitment, retention, and growth planning

By choosing HR outsourcing, business leaders can remain focused on strategic goals, knowing their people operations are handled by experienced professionals.

The Business Case for Professional HR Support

Strategic HR is not a luxury — it’s a lever for growth. By embedding good people practices, you can:

  • Increase retention by creating a positive employee experience
  • Develop internal capability through training and succession planning
  • Reduce legal risk and avoid costly disputes
  • Build a culture that supports innovation and high performance

Strong HR foundations give you stability today — and agility for the future.

Benefits of HR Outsourcing for SMEs

A Smarter Way to Protect and Grow Your Business

HR outsourcing is a proactive investment. It saves time, reduces risk, and empowers you to focus on growth, innovation, and customer service. It also ensures you’re equipped to make informed, confident decisions when it matters most.

What’s the Cost of Doing Nothing?

Waiting until something goes wrong might feel cost-effective in the short term — but it rarely is. Prevention is always better than cure, especially when it comes to protecting your people and your reputation.

Let’s Strengthen Your HR — and Your Business

Kingswood Group specialises in HR outsourcing services for SMEs that want strategic input, expert guidance, and peace of mind.

If you’re ready to take your HR seriously, we’re ready to help.

Explore our HR services ➔

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News, Advice

How SMEs Can Navigate HR Challenges During Economic Uncertainty

Posted on by Greg Guilford
HR Challenges During Economic Uncertainty
15
May
HR Challenges During Economic Uncertainty

When times get tough, the first thing many SME owners ask is: how do we protect the business through HR challenges without compromising our people or breaking the law? In today’s rapidly changing business landscape, effective HR management is crucial for sustaining operations and fostering a healthy work environment.

Rising costs, shifting demand, tighter cash flow — economic uncertainty puts pressure on every decision. And often, it’s the people decisions that carry the most risk. Every choice made in HR can have significant ripple effects, so it’s essential to approach these decisions with care and foresight.

That’s why now, more than ever, your HR strategy must be as resilient as your financial one. The way you treat your team during difficult times not only affects morale but also influences their willingness to stay and support the business in the long run. A robust HR strategy can transform challenges into opportunities for growth and engagement.

Why This Matters More Than Ever

During economic turbulence, HR missteps become more visible and costly:

  • Missed legal obligations can result in tribunal claims, which can be financially devastating and damage your reputation.

  • Poor communication leads to fear, gossip, and low morale, which can erode trust within the organisation.

  • Inconsistent decisions erode trust and increase staff turnover, leading to higher recruitment costs and loss of institutional knowledge.

At the same time, good people are watching. They want reassurance, strong leadership, and a sense of belonging. Businesses that get this right won’t just retain their best talent — they’ll stand out as employers of choice. By prioritising employee engagement and wellbeing, organisations can build a loyal workforce that drives success even in tough times.

Key HR Challenges and How to Navigate Them

1. Workforce Planning Under Pressure You might not be hiring, but are your current roles still aligned with your business priorities? In challenging times, it’s vital to reassess your workforce and ensure that every role contributes effectively to your strategic goals.

What to do: Conduct a simple skills and workload audit. Understand who’s doing what, where you’re stretched, and where tasks can be rebalanced. This can help avoid snap decisions that affect service or morale. Consider implementing regular check-ins to remain agile and responsive to changing needs.

2. Managing Change with Confidence Whether you’re reducing hours, merging roles, or pausing pay rises — every change needs to be legally sound and communicated properly. Change can be unsettling for employees, so it’s crucial to handle it with care.

What to do: Don’t guess. Seek HR advice early to ensure your process, paperwork, and timing protect both your business and your people. Transparency in communication is key; explain the reasons behind changes and involve employees in the process where possible.

3. Communicating with Clarity Silence during uncertainty creates anxiety. Employees will often assume the worst if they don’t hear from leadership. Effective communication is essential for maintaining trust and morale.

What to do: Run regular team updates — even if there’s nothing major to announce. Be honest, clear, and available for questions. Create an open-door policy where employees feel comfortable voicing their concerns.

4. Maintaining Morale and Wellbeing on a Budget When financial pressures grow, it’s tempting to park wellbeing initiatives. But this is exactly when your team needs support the most. Investing in employee wellbeing can yield significant returns in terms of productivity and engagement.

What to do: Simple, low-cost actions matter. Promote flexible working, check in regularly, and signpost free mental health resources. Encourage a culture of appreciation; even small gestures of recognition can uplift spirits and foster a positive work environment.

Where Outsourced HR Makes the Difference

When resources are stretched, having the right HR support can help you:

  • Plan changes lawfully and fairly, ensuring compliance with employment laws.

  • Avoid costly mistakes or disputes that can arise from poor HR practices.

  • Communicate with empathy and confidence, reinforcing employee trust in leadership.

  • Keep your people engaged during tough times, fostering a resilient organisational culture.

At Kingswood Group, we specialise in supporting SMEs through uncertainty — with flexible outsourced HR that scales to meet your needs. Our tailored solutions are designed to provide the support you need to navigate these challenges effectively.

You don’t need to face these challenges alone. Let’s put the right plan in place together to empower your business and your people.

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News, Advice, Legislation Updates

Fire and Rehire: New Employment Law Changes You Need to Know

Posted on by Greg Guilford
Fire and Rehire
24
Apr
Fire and Rehire

With updates to UK employment law on the horizon, it’s essential employers are aware of the upcoming changes to “fire and rehire” practices—and how these may affect how you manage your workforce.

This new legislation could impact how you approach employment contracts, workplace change, and employee relations. Read on to find out what’s changing, the risks involved, and how to stay compliant.

What’s Changing?

The Employment Rights Bill is being updated to include a new clause—Section 104I—which may come into force as early as October 2025.

Under the proposed changes, it will be automatically unfair to dismiss an employee for:

  • Refusing to accept a change to their contract, or

  • Being dismissed and re-engaged (or replaced) on revised terms

This shift aims to curb the use of “fire and rehire” tactics, where employees are pressured into new terms without genuine agreement. You can read the full draft and updates via GOV.UK.

Why Does This Matter for Employers?

The proposed law marks a significant change to how businesses can manage contractual variations.

Even if your current employment contracts include a variation clause, these may no longer be enough to provide legal protection. Employers using dismissal and re-engagement to enforce change could now face:

  • Unfair dismissal claims

  • Employee disengagement and disputes

  • Reputational damage

For a wider overview on this topic, visit ACAS guidance on changing employment contracts.

Real-World Scenarios at Risk

You’ll now need thorough consultation and employee agreement before making changes such as:

  • Adjusting working hours or shift patterns

  • Removing or revising bonus or commission schemes

  • Changing job roles, responsibilities, or work locations

These scenarios could carry high risk if not managed correctly. If you’re unsure, our HR Management Solutions provide the expert advice and guidance you need to handle such transitions safely.

What You Should Do Now

To prepare your business for these changes and reduce legal risk, we recommend:

  • Review employment contracts
    Make sure your variation clauses are up to date. Don’t rely on them alone—seek tailored support with our HR Consultancy services.
  • Plan ahead
    If you anticipate needing changes, start planning and consulting early.
  • Keep a paper trail
    Document your rationale—particularly if financial hardship or business restructuring is behind the proposed change.
  • Consult and communicate
    Open dialogue with employees or their representatives is essential. Take time to reach mutual agreement.
  • Take expert advice
    The risk of unfair dismissal is real. Speak to our team before you make any changes—visit our Contact Page or call us on 01245 204450.

We’re Here to Help

Navigating evolving employment law can be complex—but you don’t have to do it alone.

At Kingswood Group, we offer tailored HR Consultancy, document review support, and practical advice to help you manage change with confidence.

 

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News, Advice

Unlocking HR Insights: Kingswood Group Salary Survey

Posted on by Greg Guilford
Salary Survey
20
Jan
Salary Survey

Navigating today’s competitive job market requires accurate and up-to-date data. The Kingswood Group Salary Survey provides valuable insights into HR salaries and trends across Essex and the surrounding areas, empowering businesses to make informed decisions about attracting and retaining talent.

Key Trends in the HR Market

The survey highlights several important trends shaping the HR landscape:

  1. Growing Demand for Specialists
    Roles in Talent Acquisition and Reward Analysis are increasingly sought after as businesses compete for the best talent in a tightening labour market.

  2. Sector-Specific Variability
    Salaries can differ significantly by industry, with financial services and technology sectors often offering higher pay ranges compared to others.

  3. The Rise of Flexible Working
    Remote and hybrid working options have shifted from being a perk to an expectation. Businesses offering these arrangements are more likely to secure top-tier candidates.

  4. Enhanced Benefits on the Rise
    Competitive benefits packages—including private healthcare, performance bonuses, and additional holiday allowances—are becoming essential for retaining staff.

Why These Trends Matter

Understanding these trends allows employers to benchmark their offers against market norms, helping them stand out in a competitive landscape. Offering the right combination of salary, benefits, and flexibility not only attracts skilled professionals but also builds loyalty and reduces turnover.

Explore the Full Salary Data

The survey provides detailed salary benchmarks for a wide range of HR roles, from entry-level positions to senior leadership. These insights are invaluable for employers reviewing their remuneration strategies or planning future recruitment.

For a complete overview of HR salaries and trends, download the full Kingswood Group Salary Survey, included with this article.

By leveraging this data, businesses can make informed decisions to stay competitive in attracting and retaining HR talent in the East of England.

To download the full survey, please click here: Kingswood Salary Survey

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News, Advice

Client Satisfaction Survey Results – October 2024

Posted on by Greg Guilford
29
Oct

At Kingswood Group, we believe that exceptional client service is at the heart of what we do. This commitment was validated by the recent results from our Client Satisfaction and Feedback Survey conducted in October 2024, with overwhelmingly positive responses reflecting the quality of our support and dedication.

Highlights from the Survey

Our clients rated their experiences across key service areas, demonstrating that our commitment to excellence is well-recognised:

  • Overall Satisfaction: A remarkable 95% of respondents rated their overall satisfaction as “very satisfied,” with frequent commendations for our team’s responsiveness and knowledge.

  • Service Quality and Expertise: Kingswood Group prides itself on providing reliable, informed guidance tailored to our clients’ specific needs. According to the survey, 100% of respondents expressed high satisfaction with the quality of service, professionalism, and our team’s understanding of their unique business contexts.

  • Ease of Communication: An impressive 90% of clients found it “very easy” to reach their dedicated consultants whenever they needed support. Our team’s proactive communication and fast response times were consistently highlighted as standout features.

  • Personalised Support: Kingswood consultants were frequently praised for their adaptability and personal touch. Over 85% of clients specifically mentioned the tailored advice they received, highlighting how our team goes beyond standard solutions to meet specific needs.

  • Interest in Additional Services: As our clients’ businesses grow, many are looking to expand the range of HR services we provide. 60% of clients expressed interest in exploring additional services, including employee well-being, compliance management, and recruitment services, showing a demand for a broader partnership with Kingswood.

Continuous Improvement

Our survey also asked clients for suggestions on potential areas for improvement. A few respondents noted a desire for slightly more concise communication in complex advisory emails, and we are actively working to streamline this area. We take all feedback to heart and are committed to making any adjustments that enhance our clients’ experience.

Going Forward

We are immensely proud of these results, which reaffirm our dedication to supporting clients in meaningful and impactful ways. Our team will continue to build on this strong foundation, ensuring that Kingswood Group remains a trusted partner that clients can rely on for strategic HR solutions.

We extend our gratitude to everyone who took part in this survey. Your feedback drives our progress, and we look forward to delivering even greater levels of service in the future. At Kingswood, you’re more than just a client – you’re a valued partner.

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News, Advice

How to Navigate the Counter Offer | Guidance for Employers for 2024!

Posted on by Debbie Carey
How to Navigate the Counter Offer
23
Jan
How to Navigate the Counter Offer

The new year brings with it lots of recruitment, which is such a positive task for a line manager but it can be stopped in its tracks when a COUNTER OFFER comes into play.

Picture the scene, you have met the perfect candidate, sent out the offer, they have accepted and you are already planning their first day when a call comes in…..their current company has offered them more money to stay!! This sends you into panic mode as you have been working on recruiting this role for weeks, most probably months!

Fear not. With a confident conversation with the candidate, you can get them back on track, continuing working out their notice period.

Here is what to do:

  1. Ask them for a call. This is much better than an email which can usually be mis-interpreted or easily ignored.
  2. Explain your disappointment, show your emotions. They want to work for an employer who cares and shows the have an empathetic and ‘human’ side.
  3. Ask what their main motivator was for their job search…if their current company hasn’t offered them progression, benefits, pay increases, bonuses or something else that was expected, then remind them what they are to gain from working with you.
  4. Company culture and hybrid working is a main drive for many job seekers, so talk about this, what you do to embrace this in your office.. (& if you don’t, speak to Kingswood HR for a plan!)
  5. Lastly, ask them how they felt after the interview and then once they received your offer. To remind them of that thrill and excitement can sometimes bring them back to why they accepted in the first place.
  6. Ask for a decision within 24 hours and give them clear instructions of how to contact you.

Now this can all be avoided if you use an agency….well Kingswood Group – we can take this headache away from you!

In my experience, 70% of candidates who remain with their current employer, will be looking within the year as the reason they left hasn’t changed at all!

If you want to discuss this further, need general HR or Recruitment advice, then contact me or the team today.

Happy recruiting!!

Debbie Carey

Debbie Carey
Senior Office Recruitment Manager

With over 16 years of experience in recruitment, Debbie transitioned from a decade-long career in the service industry, managing restaurants and hotels, to excelling in recruitment roles. Her expertise lies in HR, Office Support, Marketing, and Accountancy recruitment, primarily in Essex and London.

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News

Flexible Working Requests to Become a Day One Right from April 2024

Posted on by reachdigital
Flexible Working Requests to become a Day One right from April 2024
13
Dec
Flexible Working Requests to become a Day One right from April 2024

The Flexible Working (Amendment) Regulations 2023 have been put before Parliament and will see the removal of the requirement that an employee must have 26 weeks’ service to be able to make a request for flexible working. The change makes the right to request flexible working a Day One right. 

This new right will come into effect for flexible working requests made on or after 6 April 2024.

This change to make flexible working requests a Day One entitlement will become law alongside earlier announced changes, which include:

    • Employees will now be able to make two flexible working requests in any 12-month period
    • Requests must be dealt with by employers within two months of receipt of a request if no extension is agreed
    • Employers cannot refuse a request until they have consulted with the employee; however, it is not clear yet what that consultation must include
    • Employees will no longer be required to explain what effect the employee thinks agreeing to the request would have and how any such effect might be dealt with.

What does that mean for employers?

It could be said that the impact of this legislation may be easier for larger firms to absorb, as many will have already introduced flexible working policies. However, it may take SMEs more time to adjust and understand how they can begin to introduce more flexibility into their organisation, if they haven’t already.

It is also worth remembering that not every business will be able to provide flexible working to employees. There are some roles where this is very difficult to achieve. Whilst this new legislation won’t force those businesses to introduce unworkable policies, there will be an onus on all employers to make their position very clear to both current staff and any potential new hires.

Having a robust flexible working policy in place is essential as is clear guidance on how to ensure effective and compliant management of flexible working requests.

For support with policy development or management of flexible working requests, Kingswood Group is on hand to help. Contact us today on 01245-204450 or on email info@kingswoodgroup.org

Gemma Todd

Gemma Todd
Head of HR Services & Projects

Gemma’s expertise lies in delivering high-quality HR solutions and handling complex employee relations. As a Chartered Fellow of the CIPD, Gemma specialises in employment law and workplace mediation. 

Advice, News

Understanding and Managing Travel Time in UK Employment Law

Posted on by Sarah McKee
Navigating Travel Time Laws - Kingswood Group
29
Nov
Navigating Travel Time Laws - Kingswood Group

Understanding the importance of travel time in employment law is vital for businesses. Misinterpretations can lead to legal complications, affecting both operational efficiency and employee relations. This article aims to clarify the complexities surrounding travel time to work, ensuring your business stays compliant and informed.

Jump to a topic:

What is the Travel Time to Work Law?

The Travel Time to Work Law in the UK primarily refers to regulations that determine whether the time employees spend travelling for work is considered part of their working hours. The cornerstone of this legislation is the Working Time Regulations 1998, supplemented by subsequent legal interpretations and rulings, such as the significant European Court of Justice Ruling of 2015.

Does Travel Time Law Affect Your Business?

Your business is likely to be impacted by travel time laws if:

  • It employs mobile workers who travel to different locations as part of their jobs.
  • Your employees undertake business travel as part of their workday.
  • You operate in sectors like sales, field services, healthcare, etc., where travel is integral to job roles.

Regularly reviewing employment contracts and travel policies is crucial for ensuring that your business practices align with these laws.

Breaking Down Travel Time Classifications

Determining whether travel time counts as work time in the UK depends on several factors and specific circumstances:

General Commuting

  • Definition: Regular travel from home to the primary workplace and back.
  • Typical Classification: This type of travel is usually not considered part of the working day under UK employment law. The rationale is that this time is not spent under the employer’s direction or performing job duties.
  • Exceptions: In rare cases, if commuting involves significant work-related responsibilities or detours to specific work tasks, it may be considered work time.

Mobile Workers

  • Who They Are: Workers without a fixed or habitual workplace, such as field service engineers, sales representatives, or home care staff.
  • Classification: Travel to the first and last appointments of the day is usually considered working time. This ruling, as clarified by the European Court of Justice in 2015, acknowledges that such workers are undertaking these travels as an integral part of their job.
  • Implications: This classification means that employers need to consider this travel time when calculating working hours, rest periods, and potential overtime.

Business Travel:

  • Context: Travel that occurs during the workday, distinct from normal commuting. This includes journeys to meetings, site visits, training sessions, or other work-related activities.
  • Classification: This is generally regarded as working time. The key factor is that this travel is a directed activity, undertaken for the employer’s benefit and often within work hours.
  • Considerations for Employers: Employers should clearly define what constitutes business travel in their policies and how it is recorded and compensated.

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Compensation for Travel Time: What Businesses Need to Know

Understanding the nuances of compensation for travel time is crucial for businesses to ensure compliance with employment laws and fair treatment of employees.

For Business and Mobile Workers

  • When Paid: Travel time classified as working time is generally compensated. This is particularly relevant for mobile workers or those engaged in business travel. For instance, if a home care provider travels directly to a client site or a sales representative moves between appointments, this travel time is typically counted as working hours and, therefore, compensated.
  • Calculating Pay: The approach to calculating pay for travel time can differ from one business to another. Some employers might pay travel time at the normal hourly rate, while others might offer a specific travel time rate, which could be different from the standard rate. It’s crucial for these details to be explicitly stated in employment contracts and clearly communicated in company policies to avoid misunderstandings.
  • Impact on Working Time Regulations and NMW: Ensuring the correct classification of travel time is vital to comply with the Working Time Regulations (WTR). Incorrectly classifying travel time can result in unintentional breaches of the 48-hour working week limit set by the WTR. Similarly, when calculating the National Minimum Wage (NMW), employers must consider the total hours worked, including paid travel time, to ensure employees’ pay does not fall below the NMW for their total working hours.

An Example

Scenario: An IT consultant is based out of a central office in the city. Each morning, they commute from their home to the office. From there, they spend the day travelling to various client sites for meetings and consultations before returning to the office in the evening and then commuting back home.

Morning Commute (Unpaid): The consultant’s initial commute from home to the office is considered a regular, unpaid commute. This is standard practice under employment law, as it’s the typical travel to the primary workplace that does not involve direct execution of job duties.

Daytime Travel to Clients (Paid): Once the consultant leaves the office to visit client sites, this travel time becomes part of their working hours. Since visiting clients is an essential part of their job responsibilities, travelling between client locations is compensable. This includes all the travel from the office to the first client, between clients, and back to the office at the end of the day.

Evening Commute (Unpaid): However, the final commute from the office back home is not compensated. Similar to the morning commute, this travel is considered regular commuting and falls outside of paid working hours.

General Commuting

  • Typically Unpaid: The standard interpretation under UK employment law is that regular commuting – travel from home to a regular workplace and back – is not paid. This is based on the premise that such commuting is not carried out under the employer’s direction or as part of the employee’s core job duties.
  • Exceptions: However, there are notable exceptions. If the commute involves additional work-related tasks – for example, carrying company equipment to a worksite or detours for client meetings – it may be considered compensable work time. Additionally, if an employee has no fixed work location and their first or last destination varies daily, their travel may also be classed as working time.s.

Employee Well-being and Compliance in Travel Time Management

Managing travel time effectively is a multifaceted task that goes beyond mere adherence to legal standards. Equally important is ensuring the well-being of your workforce, a vital component in fostering a productive, engaged, and satisfied team.

Ensuring Adequate Rest Breaks

  • Mandatory Rest Periods: Under UK employment law, it’s crucial to provide workers with a minimum of 11 continuous hours of rest every 24 hours. Additionally, if the workday exceeds six hours, employees are entitled to a 20-minute uninterrupted break. Importantly, when travel time contributes significantly to the length of the working day, you may need to adjust break schedules to maintain legal compliance and support employee well-being.

Complying with Working Hours Limits

  • 48-Hour Workweek: Remember, the total working hours, including travel time, should not surpass 48 hours per week, as per the Working Time Regulations. Should this limit be exceeded regularly, the employee must have a signed opt-out agreement. Without such an agreement, you may need to rethink workloads or consider increasing your staffing.

Effective Travel Time Monitoring and Optimisation

  • Transparent Monitoring: Align with the European Court of Justice’s directive by accurately recording travel times. Ensure this monitoring is done transparently and in compliance with GDPR to respect employees’ privacy rights.
  • Route Optimisation: Encourage and enable employees to choose the most direct routes for travel. This not only reduces total working hours but can also decrease fatigue and enhance productivity.

Regular Updates to Employment Contracts

  • Contractual Accuracy: Continuously update employment contracts to reflect the actualities of working hours, break entitlements, opt-out clauses, scheduling responsibilities, and work locations. This clarity benefits both the employer and employee by setting clear expectations and maintaining legal compliance.
  • Incorporating Flexibility: Particularly for mobile workers, ensure that contracts accommodate the flexible nature of their roles, including variable start and end times based on travel.

Key Takeaways

  • Definition and Scope: The UK’s Travel Time to Work Law, governed by the Working Time Regulations 1998 and the European Court of Justice Ruling of 2015, sets the framework for determining if travel time is part of working hours.
  • General Commuting: Regular travel from home to the workplace typically is only counted as working time if it involves specific work-related tasks.
  • Mobile Workers: Employees without a fixed workplace, like field technicians or home care staff, usually have their travel time to and from their first and last appointments counted as working hours.
  • Business Travel: Travel during the workday for business purposes, such as meetings or site visits, is generally regarded as working time.
  • Compensation for Travel Time: It’s essential for employers to clearly define and communicate compensation methods for travel time, especially for mobile workers and during business travel, ensuring compliance with employment laws.
  • Adherence to WTR and NMW: Accurate classification of travel time is key for adhering to Working Time Regulations and ensuring employees’ wages meet or exceed the National Minimum Wage.
  • Remote and Flexible Work Adaptations: As work arrangements evolve, reassessing and updating travel time policies is necessary to ensure they remain fair and compliant while also considering employee well-being.
  • Importance of Regular Policy Review: Consistent policy reviews and clear communication are crucial in aligning with travel time regulations, enhancing transparency, and supporting a positive work environment.
  • Prioritising Employee Well-Being: Beyond legal compliance, consider the impact of travel time on employee well-being, work-life balance, and overall job satisfaction.

Frequently Asked Questions

For mobile workers without a fixed workplace, ‘working time’ includes travel to the first and last appointments of their day. This was clarified in the European Court of Justice’s 2015 ruling, recognising that such travel is integral to their roles.

No, regular commuting – the travel from home to a regular workplace and back – is generally not considered working time under UK employment law.

Yes, there are specific exceptions where commuting time can be considered work time under UK employment law. These exceptions typically occur when the commuting involves additional work-related responsibilities or tasks. For instance:

  • Detours for Work Tasks: If an employee is required to perform a task or attend a meeting at a location different from their usual workplace, the travel time to and from this location could be considered working time.

  • On-Call Scenarios: In cases where employees are on-call and must travel to a workplace or another location to address a work situation, this travel time can be classified as working time. This is often applicable in sectors like healthcare, emergency services, or IT support.

  • Travel as Part of the Job: For employees whose job roles specifically include traveling, such as salespeople visiting clients or technicians going to different sites, the travel time is part of their working hours.

  • Irregular Work Locations: Employees who do not have a fixed workplace and travel to different locations as part of their regular work routine may have their travel time considered as working time.

It’s important for employers to clearly define in their policies how these scenarios are handled and to ensure that any such travel time is recorded and compensated according to legal requirements.

Compensation for travel time varies. Travel classified as working time, especially for mobile or business travel, is typically paid. The rate and method of compensation should be outlined clearly in employment contracts and policies.

Yes, the application of travel time laws can vary significantly across different sectors, each with its unique considerations:

  • Healthcare Sector: In healthcare, professionals like home care workers or community nurses often travel as part of their workday. Their travel time between patient visits is typically considered working time. Additionally, on-call situations, where staff must travel to a healthcare facility or a patient’s home, also constitute working time.
  • Sales and Consulting: In sales or consulting, travel to client meetings, regardless of the location, is often considered working time. This applies even if the travel starts from the employee’s home rather than the usual workplace..
  • Transportation and Logistics: For drivers, pilots, and other transportation roles, travel time is intrinsic to the job and is counted as working time. However, the time spent commuting to the first pick-up location or from the last drop-off location may not always be included.
  • Office-Based Roles: Generally, in standard office-based roles, regular commuting is not considered working time. However, travel during the workday for business purposes, like off-site meetings, is typically counted.

Each industry might have specific contractual agreements or policies that further define how travel time is considered and compensated. Therefore, it’s important for businesses in each sector to understand and apply these laws accurately, considering their unique operational models and employee roles.

To ensure compliance with travel time regulations, businesses can take several proactive steps:

  • Regular Policy Review and Update:
    • Stay Informed: Keep abreast of any changes in employment law related to travel time.
    • Policy Revision: Regularly review and revise travel policies to reflect current laws and business needs. Ensure these policies are tailored to the specifics of your industry and the nature of your employees’ work.
  • Invest in Accurate Time-Tracking Technology:
    • Digital Solutions: Implement reliable digital time-tracking systems to accurately record travel and working hours, particularly for mobile employees.
    • Integration: Ensure these systems integrate smoothly with payroll and HR systems for efficiency and accuracy.
  • Clear Communication and Training:
    • Employee Awareness: Clearly communicate any updates or changes in travel time policies to all employees. This ensures everyone understands what is expected and how travel time is recorded and compensated.
    • Managerial Training: Train managers and supervisors on how to implement and monitor these policies effectively.
  • Document and Record Keeping:
    • Maintain Records: Keep detailed records of employees’ travel and working hours. This documentation is crucial for both internal audits and potential legal inquiries.
  • Legal Consultation:
    • Seek Expertise: Consult with legal experts specializing in employment law to ensure your policies comply with legal requirements. This is particularly important for businesses with complex travel scenarios or those operating across different regions with varying regulations.
  • Employee Feedback Mechanism:
    • Open Channels: Establish a system for employees to provide feedback or raise concerns about travel time and its recording. Addressing these concerns can prevent misunderstandings and potential legal issues.
  • Flexible and Adaptive Approach:
    • Respond to Changes: Be prepared to adapt policies in response to changing work patterns, such as increases in remote working or changes in business operations.

By taking these steps, businesses can comply with travel time regulations and foster a transparent, fair, and efficient working environment. Regular updates, clear communication, and the use of technology are key in managing the complexities of travel time in the modern workplace.

Need Expert Guidance?

If you’re navigating the complexities of travel time regulations and adapting to the modern workplace, our team of HR professionals is here to help. We offer personalised advice and solutions tailored to your specific industry and organisational needs. Contact us to ensure that your travel time policies are not only compliant but also effective and fair.

The information provided in this article, “Navigating Travel Time Regulations | Understanding UK Employment Law,” is for general informational purposes only and should not be construed as legal advice on any subject matter. While we strive to present up-to-date and accurate information, the laws and regulations regarding travel time and employment may change and vary by jurisdiction.

Content last reviewed 23rd November 2023

Sarah McKee-Harris

Sarah McKee-Harris
Founder, Director & CEO

Sarah has 16 years of experience in HR tTalent Acquisition, working extensively in both London and Essex. Her approach to HR is rooted in a simple yet effective philosophy: taking the time to listen, understand, and question our clients to pinpoint their unique business needs.

News

Hiring Challenges 2023-Office based roles vs. Working from home roles

Posted on by reachdigital
07
Nov

Office based roles vs. Working from homes roles

Working from home (WFH) and office-based roles each have their own set of challenges when it comes to hiring however, in todays market, businesses who are offering flexibility in some capacity are far more favourable than fully office based roles, in the eyes of (most) job seekers.

There has been a steady decline in fully remote working roles in recent months but the desire for a hybrid approach remains strong with job seekers, with preferences evolving and resistance with being fully office based.

Traditional office based environments may be deemed outdated when it comes to enforcing employees to work on-site 5 days a week, however offering a hybrid blended approach with office based and WFH options will typically produce a wider pool of talent.

Job seekers are keen to understand the hybrid working pattern at the outset when looking for a new role and would prefer clarity around how many set days per week need to be office based. Businesses who are unclear with their hybrid approach can often lose candidates, due to competition from other businesses who can specify at the beginning of the process.

Despite the continued desire for flexibility from job seekers, there will always be valid reasons that some roles and industries need fully office based attendance. In these cases, candidates should agree to and recognise the work location requirement and conditions.

Flexibility goes far beyond just location, but also when hours are worked. In the current market, a more human approach is required now to give a competitive advantage, as well as offering a range of flexible working patterns, including those who must be in the office and do not have the option to work remotely.

 

Need support with navigating hiring challenges and candidate preferences?

If you would like advice on how best to ensure you secure top talent for your business, please contact the Kingswood Group Recruitment & HR team for a confidential discussion.

 

Laura Cramphorn
Senior Recruitment Manager HR
01245 204450

News

Posted on by reachdigital
02
Nov

Kingswood Group & Anthony Gold Solicitors invite you to join our topical webinar.

We discuss how to effectively manage the return to work following maternity leave – guidance for employers.

Date: Wednesday, 21st February 2024 

Time: 12.30PM – 1.30PM

Where: Online

Join Gemma Todd, Head of HR Services & Projects at Kingswood Group and Inbar Rabinovitz, Senior Associate at Anthony Gold Solicitors.

This webinar provides up-to-date employment legislation, HR guidance, practical information on getting this important part of the employee journey right, first time, minimising the risk of grievances.

Book your spot
News, Advice

Four reasons why slow hiring processes can damage your business

Posted on by Debbie Carey
Why A Fast Hiring Process Matters | Kingswood Group
20
Oct
Why A Fast Hiring Process Matters | Kingswood Group

The speed at which you hire in today’s market is so important when competing against similar companies and businesses in your industry or geographical area, as they too are also looking to recruit top talent.

See below four reasons which you may not have considered when you are planning your recruitment process to help you gain competitive advantage and save money: 

  1. Lost Revenue and Productivity: You are likely to lose significant revenue and productivity because vacant positions are open for too many days/weeks/months. It does not only affect the team in which the vacancy is open, but also the wider departments and hiring managers. Extra pressure and additional workload on a long-term basis can cause bigger problems such as absenteeism and higher turnover.
  2. Potential Brand Damage and Reduced Applications: A long, slow hiring can reduce the number of applications you get for vacancies as it can result in a poor candidate experience and damage the employer brand. For example, seeing a position on the job boards for 3+ weeks will make candidates question the reason that particular company is having issues hiring and would usually assume a bad company culture or similar problem and not apply.
  3. Missing Out on Top Candidates: Slow decision making on the candidates CV or interview will ensure you miss out on that one person because you wanted to see “who else is out there”. Candidates need to know promptly, (within 2 -3 days) if they have been successful and then be given the next step. Don’t be surprised if you leave it a week to give feedback and the candidate has found another role! 
  4. Hidden Costs of Extended Hiring: An extended hiring process can raise “hidden” costs especially if your lengthy hiring process is a result of requiring an excessive number of interviews (more than four), the cost of hiring will go up because much more management, recruiter, and employee time will be spent interviewing.

Simply put, in the current climate you focus on creating a well thought out, efficient and relevant hiring process from start to finish, as if you don’t you run the risk of the competition will taking these candidates off the market before you have the time to make a hiring decision and back to the start of the process you will go! 

Need Assistance with Streamlined Hiring?

If you’d like to find out how the Recruitment & HR team at Kingswood Group can help save you time, money and stress when creating your recruitment processes then contact Debbie Carey today for a confidential discussion.

News, Advice

The Workers (Predictable Terms and Conditions) Act 2023 – what does it mean for employers?

Posted on by Gemma Todd
The Workers Predictable Terms and Conditions Act 2023
16
Oct
The Workers Predictable Terms and Conditions Act 2023

The Workers (Predictable Terms and Conditions) Act 2023 has received Royal Assent and is expected to come into force in September 2024. It introduces a new statutory right for atypical workers to request a more predictable working pattern by promoting constructive conversations between workers and employers regarding their working patterns..

The new law addresses issues related to atypical contracts, including zero-hours contracts, by providing more predictability in working hours.

Under this new law, workers can formally apply to change their working pattern to make it more predictable if their existing pattern lacks certainty in terms of hours or times worked or if they are on a fixed-term contract for less than 12 months. Employers must respond to such requests within one month.

Acceptance of requests will lead to more predictable terms and conditions for workers, enhancing job satisfaction and potentially resulting in better staff retention.

These include support for employee parents of newborn babies admitted to neonatal care, ensuring fair treatment of tips and service charges, enhanced protection for pregnant women and new parents, provisions for unpaid carers, and the right for millions of employees to request flexible working conditions.

Key points to note include:

  • Worker must have a defined work history with their employer and the qualifying period is likely to be 26 weeks’ service although those weeks will not need to be continuous..
  • The right will apply to the following:
    • workers whose existing working patterns lack certainty in terms of the hours or times they work;
    • workers on fixed-term contracts of 12 months or less (who are able to request a longer fixed-term or the removal of any provisions relating to fixed-term);
    • agency workers (who can make their request either to the agency or the hirer provided they meet certain qualifying conditions)
  • A maximum of 2 applications can be made in any 12-month period
  • The application must specify the change being applied for and the date it should take effect. The requested predictability could relate to hours of work, days of work or period of engagement.
  • Employers will be required to deal with any requests in a reasonable manner and notify the worker of their decision within one month.
  • Requests may be refused on any of several specified grounds. There are currently six listed in the Act, including the burden of additional costs or there being insufficient work during the periods the worker has asked to work.
    • It is important to note that the Secretary of State reserves the right to add more grounds so the list of grounds for refusal may expand.
  • If a request is granted then employers must offer the new terms within two weeks of granting the request.
    • Employers cannot make detrimental changes to other contractual terms at the same time as making the changes required as a result of the approved request for predictability.

Acas will be producing a draft Code of Practice for public consultation in the Autumn which will provide guidance on how to handle requests.

At Kingswood Group, as the ‘go to’ HR service and support provider, we will continue to monitor the situation, and will keep our clients and contacts informed as we learn more about the new Code of Practice and its consultation.

In the meantime, if you have any questions about this, or any other HR or ER related matter, please do not hesitate to contact us on 01245-204450 or HR@kingswoodgroup.org.

News

Managing People Effectively: Key HR Recommendations for UK Employers

Posted on by Gemma Todd
27
Sep

In today’s rapidly evolving business landscape, effective people management is paramount to the success of any organisation. The United Kingdom, with its diverse workforce and dynamic economic environment, presents both opportunities and challenges for employers when it comes to human resources (HR) management. In this article, we will explore essential HR recommendations for UK employers to create thriving workplaces and ensure compliance with legal regulations.

Employment Law and Compliance: Navigating the Legal Landscape


Understanding and adhering to employment laws is foundational for UK employers. The UK has a comprehensive set of regulations governing areas such as employment contracts, working hours, discrimination, and health and safety. It is imperative for employers to stay informed about these laws and to regularly review their policies to ensure compliance. Engaging legal counsel or partnering with HR consultants can help navigate the intricacies of the legal landscape.

Employee Engagement and Wellbeing: A Happy Workforce is a Productive Workforce


Employee engagement is the cornerstone of a successful organisation. UK employers should focus on creating an environment where employees feel valued, motivated, and supported. Regular feedback, recognition programs, and opportunities for skill development can enhance engagement. Prioritizing employee wellbeing, both physical and mental, is equally important. Wellness initiatives, flexible work arrangements, and mental health support can contribute to a happier and more productive workforce.

Equality, Diversity, and Inclusion (EDI): Fostering an Inclusive Workplace


Equality, diversity, and inclusion (EDI) have gained significant importance in recent years. UK employers should actively promote diversity at all levels of the organisation. This involves creating policies that prevent discrimination, ensuring diverse representation in leadership positions, and fostering a culture of inclusivity. Training programs that address unconscious bias and encourage open conversations about EDI topics can contribute to a more harmonious workplace.

Talent Acquisition and Retention: Finding and Keeping the Right People


Recruiting and retaining top talent is a constant challenge for UK employers. To attract skilled individuals, employers should clearly communicate their company values, growth opportunities, and unique benefits. Streamlining the recruitment process, utilising online platforms, and conducting thorough interviews can help identify the best candidates. Once onboard, offering ongoing training, career development plans, and competitive compensation packages are key to retaining valuable employees.

Remote and Flexible Work Policies: Adapting to Changing Work Dynamics


The COVID-19 pandemic reshaped the way businesses operate, with remote and flexible work becoming the norm. UK employers must establish clear policies that address remote work expectations, communication guidelines, and performance evaluation for off-site employees. Balancing the benefits of flexibility with the need for effective teamwork and communication is a challenge that requires careful consideration.

Performance Management and Feeback: Enhancing Employee Growth


Effective performance management involves setting clear goals, providing regular feedback, and conducting performance discussions. UK employers should encourage a culture of continuous improvement and growth. Regular feedback sessions help employees understand their strengths and areas for development, fostering a sense of ownership in their professional journey.

Training and Development: Investing in Employee Skills


Investing in training and development programs benefits both employees and the organisation. UK employers can offer a range of learning opportunities, from workshops to online courses, that align with individual career goals and business needs. These initiatives not only enhance employees’ skills but also contribute to higher job satisfaction and employee loyalty.

In conclusion, managing people effectively in the UK requires a multifaceted approach that considers legal compliance, employee engagement, diversity and inclusion, talent acquisition and retention, evolving work dynamics, performance management, and continuous learning. By implementing these HR recommendations, UK employers can create a positive and productive work environment that attracts, retains, and nurtures top talent, positioning their organisations for long-term success in an ever-changing business landscape.

News

Flexible Working Arrangements: What is changing?

Posted on by Gemma Todd
27
Sep

Since its introduction in April 2003, flexible working has become increasingly common in the UK with around 4.3 million employees working flexibly according to the 2022 survey by Statista.

Earlier this year, the Employment Relations (Flexible Working Act) 2023 passed through Parliament and is likely to pass into law in 2024. What this means is that alongside existing obligation, the changes to current practice that the Flexible Working Act will introduce, will become legally binding for all employers in the coming months. There are actions to be taken now, in preparation for the changes becoming law, that every employer should be taking.

It is important to note, that whilst some things are changing, others are staying the same. This communication set outs what is changing and what is staying as it was before.

What will remain unchanged?

  • Under the Employment Relations (Flexible Working Act) 2023:
  • The right to make a flexible working request will not be a ‘day one right’.
    Employees still need to have 26 week’s service before they have the right to make a request.
  • Whilst a ‘day one right’ may be introduced later through secondary legislation, it is not part of this Act.
    • There remains a ‘right to request, not a right to have flexible working’
      The eight statutory business grounds on which an employer is entitled to refuse a flexible working request, will remain, these are:
    • planned structural changes
    • burden of additional costs
    • quality or standards will suffer
    • performance will suffer
    • recruitment of additional staff is not possible
    • work cannot be reorganised among existing staff
    • meeting customer demand will be more difficult
    • lack of work during times the employee requests to work
  • employers still do not have to offer a right of appeal if a flexible working request is rejected, although the ACAS Code of Practice on Flexible Working recommends a right of appeal is offered by employers.
  • There is no requirement that consultation with the employee is substantive or covers the options available; there is no minimum standard of consultation.


What will change?

  • Once this Act comes into force the following changes will take effect:
  • Instead of the employee only being allowed to make one flexible working request in a 12-month period they will have the right under the new Act to make two flexible working requests in any 12-month period.
  • Instead of dealing with a flexible working request within 3 months of receipt, employers will now only have 2 months to process and communicate the outcome of a flexible working request to an employee, unless they have agreed to an extension.
  • Employers are required to ‘consult’ with employees before refusing a flexible working request.
    • However, what consultation must include and how rigorous it should be is not set out in the legislation (see above for what is not changing).
  • Employees will no longer have to set out in their flexible working request the impact any change they request will have on the business or how any negative effects can be mitigated.

 


What does that mean for you?


It would be prudent for you to familiarise yourself and train your managers, your HR team and any other relevant employees on the new obligations under the Act and to refresh current practices relating to managing flexible working requests. At Kingswood Group we would be happy to run a workshop for your teams on best practice for managing flexible working requests which will incorporate the new legislative changes.

You will also need to update your flexible working policy if you have one in place. Our expert HR Consultants at Kingswood Group can help you with updating your flexible working policy or, if you have no policy in place now, they can draft one that will be fully legally compliant and will be specific to your business.

Why take action now?


Under the Act, more flexible working requests are likely to be made, so you will need to ensure that you are ready for it. You need to ensure not only do you have the right policies and procedures in place, but your leaders and managers are trained ensuring they make consistent and non-discriminatory decisions when dealing with flexible work requests. It is essential that where a flexible working request is rejected, the business has the full back up of documentation and data to justify the decision.

If you would like support, training, or guidance with how to manage flexible working and the imminent changes, our team of expert HR consultants are on standby to help. You can contact us on 01245-204450 or email us on HR@kingswoodgroup.org

News

Effortless Holiday Hiring: Discover Kingswood Group’s Summer Recruitment Benefits

Posted on by Debbie Carey
27
Sep

Why use Kingswood Group for your summer holiday recruitment needs?

The cost of hiring a new employee can come with a high price tag, especially if you get it wrong. The overall cost to businesses can often be higher than anticipated with various factors forgotten as part of the end-to-end recruitment and onboarding process.  By partnering with Kingswood Group, you will work closely with a credible recruiter with a track record of success.

In addition, if you have an urgent vacancy to fill, we can offer you a temporary solution with filling your vacancy in the short term, while continuing with the recruitment on a permanent basis, if required.

With the summer holiday season here, we can offer you immediate recruitment support to ensure any hiring needs are handled efficiently and effectively. 

Time saving

Recruiting a new member for you team can be both time consuming and resource intensive. Working with Kingswood Group can ease this by presenting you with a concise list of potential candidates who have been pre-selected to best match with the essential criteria, qualifications, experience and personality to best suit your vacancy, company and culture.  The interview process will be arranged for you right through to feedback and offer stage.  

Candidate pool

Our clients will immediately have access to a wider talent pool. We have an extensive database and network resulting in a large pool of candidates. This includes passive job seekers who may not be actively searching for new opportunities. In addition, we will also conduct a thorough headhunt style search to search to capture any additional talent.

Enhanced candidate quality

The team have experience in carefully identifying and evaluating candidates to best suit each unique vacancy. Before the process begins, we work with our clients to agree and define the key selection criteria and ensure expectations are managed based on our industry knowledge and the current market.

We use thorough screening methods, including skills assessments and pre-screen interviews, to assess candidates thoroughly before recommending to our clients. This helps ensure the candidates presented match the essential experience and desired qualifications, improving the overall quality of potential hires.

Negotiation and offer management:

We will act as intermediaries between clients and candidates, handling negotiations and facilitating the offer management process. The team have experience in complex salary negotiations and will communicate the unique selling points of the role and company, ultimately ensuring the process is managed correctly to ensure positive outcomes.

Advertising reach and costs

We always advertise on a variety of job boards to maximise the reach to potential job seekers. This can include niche specialist job boards in line with your vacancy or industry.  

Kingswood Group are now pleased to offer DISC profiling as an additional service to support clients who would prefer an additional data-driven personality assessment. 

What makes us unique?

Our team will offer their expertise and industry knowledge to best guide our clients, providing a solutions driven approach. We deliver a professional service, tailored to suit each individual client and vacancy. 

We pride ourselves on working closely with our clients, ensuring the requirements are clarified at the outset to ensure results. Understanding your culture and values remains at the forefront of our approach as we believe this is essential for a successful partnership.

If you are looking to hire over the coming months’, especially with the peak summer holiday season, please do reach out to one of our specialist team.

About us and the team

Kingswood Group is a leading specialist HR & Recruitment Solutions business. With our team located across Essex and London we partner with organisations across all industries to provide bespoke Recruitment, HR Outsourcing and HR Consultancy solutions depending on their people needs.

Our recruitment specialisms include HR, Office Support and Finance positions.

News

Navigating Redundancy with Expert HR Support

Posted on by Gemma Todd
27
Sep

Kingswood Group’s Commitment to Supporting Employers through Difficult Times

At Kingswood Group, we understand that managing redundancy can be a challenging and sensitive process for any organisation. As experts in human resources, we are here to provide employers with comprehensive support and guidance throughout the redundancy journey. Our dedicated team is equipped with the knowledge and experience to help organisations navigate the often complex and challenging waters of redundancy with confidence and compliance. With our tailored solutions, we empower employers to manage their redundancy situation with minimal disruption and risk. Trust in Kingswood Group’s HR Support to mnage redundancy with care and precision, enabling you to focus on what matters most – the success and growth of your business.

Putting People First


We recognise how important it is for organisations facing redundancy situations to ‘get it right’ and whilst the process can seem, on the surface, to be a transactional one, Kingswood Group never forgets that it is a process that affects real people, with real lives. We take care to ensure those organisations we work with to manage redundancy do so with empathy, and respect for all those affected. We promote the human side of management, providing employers to not only understand the impact on individuals and the wider workforce, but how to apply the necessary processes and procedures, fairly and confidently to reach a positive outcome for all.

Supporting Employers Every Step of the Way


We work alongside employers when they face the difficult task of having to consider redundancies, offering support and a range of services tailored to meet their specific needs.

1. Planning and Strategy


We work collaboratively with employers to develop a comprehensive plan and strategy that aligns with their business objectives and values. Our team of experts provides insights and advice on various alternatives to redundancies, exploring options such as retraining, redeployment, or other workforce adjustments, with the aim of minimising the impact on staff.

2. Legal Compliance


Adhering to employment laws and regulations is of utmost importance during the redundancy process. Our team ensures that every aspect of the process is legally compliant, to mitigate potential legal risks.

3. Effective Communication


Transparent and compassionate communication is the cornerstone of any redundancy process. We help employers craft well-structured and sensitive communications for all employees. For those directly affected by a proposed redundancy we take care to ensure their communications help them understand the reasons behind the proposal and the available support during the transition period.

4. Redundancy Consultation


During redundancy consultation meetings, we support employers to whatever degree of support they feel they would benefit from. That can see us leading for the employer, a supportive and respectful consultation process or enabling employers to run their own. In all circumstances, we ensure the consultation environment is a place where employees can express their concerns and explore potential solutions.

5. Outplacement Support


Our commitment to the well-being of affected employees extends beyond the redundancy process. Where redundancy is the outcome of consultation, we can offer comprehensive outplacement support, including CV writing assistance, interview skills coaching, and personalised career guidance, helping individuals find new opportunities and embark on the next chapter of their careers.

6. Employee Wellbeing


Recognising the emotional toll that redundancies can take, we provide access to resilience and change management awareness training, counselling services or support groups to assist employees in coping with the emotional challenges they may face.

How we can help


At Kingswood Group, we firmly believe that our success as an HR company is intrinsically linked to the success and well-being of our clients and their employees. In a world where businesses constantly face change and uncertainty, we remain steadfast in our commitment to navigating redundancies with empathy and understanding. Our services are designed to support employers through difficult times, ensuring that the redundancy process is handled with care and consideration for all involved. Together, we can create a more positive and compassionate working environment, even in the face of challenging decisions. Contact us for a confidential discussion on 01245 204450 or email enquiries@kingswoodgroup.org

News

New Family Friendly Legislation receives Royal Assent

Posted on by Gemma Todd
27
Sep

New family friendly legislation aiming to give parents and carers new protections at work, covering leave entitlement and redundancy rules after three Acts (stemming from Private Members’ Bills) received Royal Assent recently.

What are the new protections?


Parents and carers will benefit from the following new protections once in force:

  • Up to 12 weeks of paid neonatal care leave for employed parents whose children are admitted to neonatal care, so that they can spend more time with their baby at what is a hugely stressful time. This is in addition to other leave and pay entitlements such as maternity and paternity.
  • Redundancy protection for pregnant women and new parents with the extension of existing redundancy protections to cover pregnancy and a period of time after parents return to work.
  • A new entitlement for unpaid carers to a week of flexible unpaid leave a year, for employees who are caring for a dependant with a long-term care need. This will enable carers to better balance their caring and work responsibilities, supporting them to remain in employment.

The secondary legislation that will expand on each of these new legislations along with the commencement dates for each Act, will be laid down in due course.

Do you need additional employment law advice?

If you need support with this or any other aspect of general people management or specific areas of employment law, please do not hesitate to call us on 01245 204450 or email on enquiries@kingswoodgroup.org

Embracing Change: New Family Friendly Legislation for Neo-Natal Leave Introduction

As the United Kingdom undergoes significant changes following its departure from the European Union, there are also notable developments in family friendly legislation. One area that has seen revisions is neo-natal leave, which provides crucial support for parents during a challenging time.

Understanding Neo-Natal Leave

Neo-natal leave is a specialised form of leave designed to support parents whose newborn requires intensive care or hospitalisation due to premature birth, medical conditions, or other complications. New family friendly legislation enables parents to be present for their child’s critical early stages while ensuring job security and maintaining a healthy work-life balance.

New Legislation: Extended and Flexible Neo-Natal Leave

The UK has introduced new family friendly legislation to enhance neo-natal leave provisions, offering extended and more flexible options to parents facing these circumstances. The legislation recognises the unique challenges faced by families with infants requiring specialised care and aims to provide additional support during this crucial period.

1. Extended Leave Periods

Under the new legislation, the duration of neo-natal leave has been extended, allowing parents more time to be with their child during hospitalisation. While specific leave periods may vary, the legislation typically provides an extended period of several weeks or months, enabling parents to focus on their child’s care and well-being without the added pressure of returning to work prematurely.

2. Flexible Return-to-Work Arrangements

Recognising the varying needs of parents and the unpredictable nature of neo-natal care, the new legislation emphasises flexible return-to-work arrangements. Employers are encouraged to work closely with parents to establish customised plans that suit their circumstances. This may include phased returns, reduced hours, or remote work options to support a smooth transition back to the workplace.

By offering greater flexibility, the legislation aims to reduce stress and support parents in maintaining a healthy work-life integration, ensuring their child’s ongoing wellbeing remains a top priority.

3. Protection against Discrimination and Job Security

This new family friendly legislation also provides robust protections against discrimination against parents on neo-natal leave. Employers are legally obliged to ensure that employees returning from neo-natal leave are treated fairly and not disadvantaged due to their absence. Discrimination based on pregnancy, maternity, or neo-natal leave is strictly prohibited, helping to foster an inclusive and supportive work environment.

Employees on neo-natal leave have statutory rights to job security, meaning they can return to the same or a similar role without fear of redundancy or unfair dismissal. These measures provide parents with peace of mind, allowing them to focus on their child’s needs without the added worry of job insecurity.

Benefits for Parents and Employers

This new family friendly legislation for neo-natal leave offers numerous benefits for both parents and employers.

For parents, the extended leave period and flexible return-to-work arrangements alleviate the stress and emotional burden associated with having a child in intensive care. It enables parents to actively participate in their child’s care, strengthening the parent-child bond and contributing to the overall wellbeing and development of the newborn.

For employers, supporting employees during neo-natal leave fosters a positive and empathetic workplace culture. By providing flexibility and understanding, employers can retain experienced and valuable employees, reducing turnover and recruitment costs. Embracing neo-natal leave showcases an organisation’s commitment to its employees’ wellbeing and supports a positive employer brand image.

4. New entitlement for unpaid carers to a week of flexible unpaid leave annually.

As part of efforts to support unpaid carers, new family friendly legislation has introduced an entitlement to a week of flexible unpaid leave. This provision recognises the invaluable contribution of unpaid carers and aims to provide them with the necessary flexibility to balance their caregiving responsibilities with work. This unpaid leave allows carers to attend to the needs of their loved ones without the fear of negative repercussions in the workplace. It acknowledges the importance of supporting carers and promoting their wellbeing.

5. Redundancy protection for pregnant women

Redundancy protection for pregnant women is crucial in ensuring their rights and well-being in the workplace. The Equality Act 2010 safeguards pregnant women from unfair treatment, including dismissal or adverse treatment due to their pregnancy or maternity leave. They are given priority in the selection process for alternative positions, and employers are required to provide effective communication and consultation throughout the redundancy process. These protections promote equality, job security, and a supportive work environment for pregnant women.

A Final Word

Family friendly legislation plays a vital role in promoting a healthy work-life balance and fostering supportive deployment policies in the workplace. By embracing flexible work arrangements, implementing parental leave policies, providing childcare support, and cultivating a positive workplace culture, employers demonstrate their commitment to the wellbeing of their employees and their families. The resulting benefits, including increased productivity, employee satisfaction, and improved public perception, make family friendly employment legislation a win-win situation for all stakeholders involved.

News

Temporary Staff: Why you Should Use a Recruiter to Fill Temporary Job Vacancies

Posted on by Debbie Carey
27
Sep

Why use Kingswood Group to Hire Temporary Staff?

The cost of hiring temporary staff can come with a high price tag, especially if you get it wrong. The overall cost to businesses can often be higher than anticipated with various factors forgotten as part of the end-to-end recruitment and onboarding process. By partnering with Kingswood Group, you will work closely with a credible recruiter with a track record of success.

In addition, if you have an urgent vacancy to fill, we can offer you a temporary solution with filling your vacancy in the short term, while continuing with the recruitment on a permanent basis, if required.

With the summer holiday season fast approaching, we can offer you immediate recruitment support to ensure any hiring needs are handled efficiently and effectively.

Time saving

Recruiting a new member for you team can be both time consuming and resource intensive. Working with Kingswood Group can ease this by presenting you with a concise list of potential candidates who have been pre-selected to best match with the essential criteria, qualifications, experience and personality to best suit your vacancy, company and culture. The interview process will be arranged for you right through to feedback and offer stage.

Candidate pool

Our clients will immediately have access to a wider talent pool. We have an extensive database and network resulting in a large pool of candidates. This includes passive job seekers who may not be actively searching for new opportunities. In addition, we will also conduct a thorough headhunt style search to search to capture any additional talent.

Enhanced candidate quality

The team have experience in carefully identifying and evaluating candidates to best suit each unique vacancy. Before the process begins, we work with our clients to agree and define the key selection criteria and ensure expectations are managed based on our industry knowledge and the current market.

We use thorough screening methods, including skills assessments and pre-screen interviews, to assess candidates thoroughly before recommending to our clients. This helps ensure the candidates presented match the essential experience and desired qualifications, improving the overall quality of potential hires.

Negotiation and offer management

We will act as intermediaries between clients and candidates, handling negotiations and facilitating the offer management process. The team have experience in complex salary negotiations and will communicate the unique selling points of the role and company, ultimately ensuring the process is managed correctly to ensure positive outcomes.

Advertising reach and costs

We always advertise on a variety of job boards to maximise the reach to potential job seekers. This can include niche specialist job boards in line with your vacancy or industry.

Kingswood Group are now pleased to offer DISC profiling as an additional service to support clients who would prefer an additional data-driven personality assessment.

What makes us unique?

Our team will offer their expertise and industry knowledge to best guide our clients, providing a solutions driven approach. We deliver a professional service, tailored to suit each individual client and vacancy.

We pride ourselves on working closely with our clients, ensuring the requirements are clarified at the outset to ensure results. Understanding your culture and values remains at the forefront of our approach as we believe this is essential for a successful partnership.

If you are looking to hire over the coming months’, especially with the peak summer holiday season approaching, please do reach you to one of our specialist team.

About us and the team

Kingswood Group is a leading specialist HR & Recruitment Solutions business. With our team located across Essex and London we partner with organisations across all industries to provide bespoke Recruitment, HR Outsourcing and HR Consultancy solutions depending on their people needs.

News

Pride 2023 – Building an Inclusive and Diverse Workplace

Posted on by Gemma Todd
27
Sep

Human Resources (HR) plays a crucial role in fostering an inclusive and diverse workplace, including supporting and promoting LGBTQ+ (Lesbian, Gay, Bisexual, Transgender, Queer/Questioning, and others) rights and inclusivity.

Pride, often referred to as LGBTQ+ Pride or Pride Month, is an annual celebration held throughout June in recognition of the LGBTQ+ community’s history, achievements, and ongoing commitment to equality.

The HR community can actively engage in promoting LGBTQ+ inclusion in the workplace by implementing various initiatives and practices, such as:

1.Developing inclusive and diverse workplace policies

HR can create policies that prohibit discrimination based on sexual orientation, gender identity, or gender expression. These policies can also address issues such as harassment and bullying, ensuring a safe and inclusive environment for all employees.

2. Providing LGBTQ+ sensitivity training

HR can organise training sessions or workshops to educate employees about LGBTQ+ issues, terminology, and the importance of fostering an inclusive workplace. This training can help create awareness, empathy, and respect among employees.

3.Implementing diversity and inclusion programmes

HR can collaborate with leadership to develop and support diversity and inclusion initiatives that specifically address LGBTQ+ inclusion. This may involve forming LGBTQ+ employee resource groups, providing mentorship opportunities, or organising LGBTQ+ awareness events.

4.Reviewing benefits and policies

HR can review employee benefits and policies to ensure they are inclusive and supportive of LGBTQ+ individuals. This might involve offering domestic partner benefits, gender-neutral restroom policies, or accommodating transition-related healthcare needs.

5.Supporting employee resource groups

HR can actively support and collaborate with LGBTQ+ employee resource groups, providing resources, assistance, and guidance to help these groups foster inclusivity and organise events or activities.

6.Ensuring inclusive recruitment and hiring practices

HR can work towards eliminating bias in recruitment and hiring processes, ensuring that LGBTQ+ candidates are given equal opportunities. This might involve reviewing job descriptions, using inclusive language, and training hiring managers on fair and unbiased recruitment and selection techniques.
By actively engaging with Pride initiatives and incorporating LGBTQ+ inclusive and diverse workplace policies in their practices, HR can contribute to building diverse, inclusive, and supportive workplaces where all employees can thrive and be their authentic selves.

What are the benefits of a diverse and inclusive workplace?

A diverse and inclusive workplace offers numerous benefits, both for individuals and organisations as a whole. Here are some key advantages:

1. Enhanced creativity and innovation:

When you bring together individuals from diverse backgrounds, perspectives, and experiences, you create a rich environment for collaboration and idea generation. Diverse teams are more likely to come up with innovative solutions, as they can draw upon a wider range of knowledge and insights.

2. Improved decision-making:

Inclusive teams tend to make better decisions. By incorporating diverse perspectives, they can identify potential biases, challenge assumptions, and consider a broader range of factors. This leads to more balanced and informed decision-making processes.

3. Increased adaptability and problem-solving:

In a rapidly changing world, adaptability is crucial. Diverse teams are often more flexible and better equipped to handle unexpected challenges. They can draw upon their diverse skills, experiences, and knowledge to find creative solutions and navigate complex problems.

4. Broader talent pool:

Fostering diversity and inclusion helps organizations attract and retain a wider range of talented individuals. By promoting inclusivity, companies can tap into previously untapped talent pools, including individuals from different genders, races, ethnicities, backgrounds, and abilities. This widens the talent pool and allows for a more diverse and skilled workforce.

5. Enhanced employee engagement and satisfaction:

When employees feel included, respected, and valued, they are more engaged and satisfied in their work. Inclusive workplaces foster a sense of belonging and create an environment where individuals can bring their authentic selves to work. This leads to higher levels of employee morale, motivation, and productivity.

6. Improved customer understanding and satisfaction:

Diversity and inclusion enable organisations to better understand and connect with diverse customer bases. By having employees who reflect the diversity of their customer demographics, companies can gain valuable insights, anticipate customer needs, and tailor their products and services more effectively.

7. Better reputation and competitiveness:

Organisations that prioritise diversity and inclusion tend to have a positive reputation and are seen as socially responsible. This can attract customers, clients, and investors who value diversity and are more likely to support businesses that embrace inclusive practices. Additionally, diverse teams can provide a competitive edge by bringing unique perspectives and market insights.

It’s important to note that achieving diversity and inclusion requires ongoing effort, including fostering a culture of respect, providing equal opportunities, and addressing systemic barriers. However, the benefits of a diverse and inclusive workplace make it a worthwhile endeavor for organisations seeking to thrive in today’s diverse and globalised world.

 

 

News

Interview Best Practice – The do’s and dont’s

Posted on by Debbie Carey
27
Sep

Working for over 15 years in recruitment has given me great insight into the interview processes of large and small businesses, so I have compiled some info on interview best practice and how to successfully survive an interview!

Interview Best Practice: Do’s

Prepare

  • It amazes me that people have attended interviews without even looking on a company website to understand what the company even does so do your homework – research them, look at LinkedIn, their current updates, news, recent events, and people.
  • Look into your interviewers – they usually can be found on LinkedIn and don’t think you are being nosey, they will like the fact you have shown an interest. You may have worked for a previous company or attended the same school/college so that is a great ice-breaker.
  • Read the job spec and write notes – the key here is to extract the important duties (usually listed nearer the top) and to show you have this experience Take time to review your CV and be prepared to sell your skillset.
  • Plan your journey – ensure you leave in plenty of time.

First Impression

  • Dress to impress – even if you know the company have a relaxed dress down policy Waist up if on Teams/Zoom.
  • Arrive in plenty of time – ensure you park in the correct parking bays. Nothing is worse than mid-interview you get asked to move your car.
  • Speak to the Receptionist – the gatekeeper is key to get on side!
  • If in person, a firm handshake, smile and plenty of eye contact.
  • Bring a notepad – when appropriate sometimes taking notes shows your interest and you may also want to have questions written down that you intend to ask.

Sell yourself

  • Prepare to talk through your CV, explaining any gaps. They don’t want your life story here so keep it specific to the job you have applied for.
  • Speak with confidence and keep your answers polished and professional.
  • Highlight any of your strengths that are relevant to the role, this goes back to understanding the company and the job spec.
  • Mention relevant duties you performed in recent positions.
  • Ask open ended questions – as much as they want to interview you, you need to make sure they are the right fit for you.

 

Interview Best Practice: Dont’s

  • Keep mentioning your experiences from 20 years ago – keep your answers relevant and ideally recent.
  • Speak ill of current or previous employers – even if it is true, this is never seen in a positive light.
  • Falsify information on your CV.
  • Ask about every single benefit – especially not sick pay. Although important, this can be something that can be checked with your agency or the recruitment contact after the interview.
  • Speak over your interviewer – this can be more tricky on a video call but is more accepted because of the time delay.
  • Say you actually want to leave to study in 6 months or that your dream job is not the one you are applying for.
  • Be too familiar – the interviewer wants you to be relaxed and may come across informal, but always try and keep it professional.
  • Swear!!

 

How Kingswood Group can help

At Kingswood Group, we like to ensure our candidates feel confident and ready for their interview and this reflects in our success. We have other supporting documents to help you so to discuss further please do reach out to myself or one of our experienced team.

 

 

 

 

 

News

Rest Breaks at Work: You and Your Employer

Posted on by Gemma Todd
27
Sep

In today’s fast-paced world, many of us are constantly working and trying to stay productive. We often feel that taking a rest break at work will lead to a loss of productivity and success. However, taking breaks from work is actually crucial for maintaining productivity, creativity, and overall well-being.

What your Employer Must Provide

Under the Working Time Regulations 1998, employers in the UK must provide workers with certain types of rest breaks. For example, workers who work for more than 6 hours per day are entitled to 20-minute rest breaks, which must be uninterrupted and taken away from their workstation.

Working Time Regulations

The law on rest breaks is quite clear:

  • during the working day – 20-minute rest breaks if they’re expected to work more than 6 hours during the day.
  • between working days – 11 hour rest breaks between finishing work and starting work.
  • between working weeks – 24 hours every 7 working days or 48 hours every 14 working days.
  • each year – holiday entitlement 

Employees and workers have the same rights to rest breaks wherever they’re working, for example in a workplace or at home.

Employers who fail to provide required breaks or who discourage or prohibit rest breaks may be in breach of the Working Time Regulations and may face legal action from employees. Employees who feel that their rights have been violated may also be able to make a complaint to the Advisory, Conciliation and Arbitration Service (ACAS) or to an employment tribunal.

It is important for employers to communicate break policies clearly to employees and to ensure that employees are taking the breaks they are entitled to. Employers may also want to consider implementing policies that encourage employees to take breaks and to prioritise their well-being, such as flexible working arrangements or mental health support.

What are the benefits of breaks from work?

Taking rest breaks from work is not only important for employees’ physical and mental health but also for their productivity and creativity. By providing employees with required breaks and encouraging them to take additional breaks when needed, employers can create a healthier, happier, and more productive workforce.

Here are some reasons why taking a rest break is important:

Increased productivity: Taking rest breaks in the workplace can actually increase productivity in the long run. Research has shown that taking regular rest breaks can help reduce fatigue, improve focus and concentration, and boost creativity. By taking a break and stepping away from your work, you can come back with fresh eyes and renewed energy, which can help you work more efficiently and effectively.
Improved mental health: Working non-stop can lead to burnout, which can have negative effects on your mental health. Taking a break can help reduce stress, anxiety, and depression. It gives you time to recharge and refocus, which can improve your overall well-being and mental health.
Better physical health: Sitting in the same position for hours on end can lead to physical problems such as back pain, eye strain, and poor circulation. Taking breaks allows you to stretch your muscles, rest your eyes, and move around, which can prevent these physical problems from occurring.
Improved creativity: When you take a break, your mind is free to wander, which can lead to new ideas and insights. It can also give you time to reflect on your work and come up with new ways to approach problems.
Better work-life balance: Taking breaks from work can help you achieve a better work-life balance. It allows you to spend time with family and friends, pursue hobbies and interests, and take care of yourself. This can lead to a more fulfilling and satisfying life.

Breaks are an Essential Part of Good Business Practice

In conclusion, taking breaks from work is essential for maintaining productivity, creativity, and overall well-being. It’s important to prioritise self-care and take the time to recharge, both mentally and physically. So, the next time you feel like you’re too busy to take a break, remember that it’s actually essential for your success and happiness.

For further information or support, please contact Kingswood Group on 01245-204450 or email us on HR@kingswoodgroup.org

News

Essex-based HR Kingswood Group Secures New Partnership to Accelerate Growth Plans Across Essex and the South East

Posted on by Gemma Todd
27
Sep

Kingswood Group, based in Chelmsford, Essex, has secured its future growth plans thanks to a new partnership with Trygos Capital Partners. This new partnership will inject new capital and support into the business so that it can expand the existing team and add new services to open up new markets and opportunities.

Simon Smith, Director at Trygos Capital Partners said, “We have been looking for some time for an energetic, client focussed, tech-savvy recruitment and HR business to partner and invest in. Sarah and her team have exactly the right focus, skillset, and values to make the company the go-to HR partner for SMEs in Essex and East Anglia.”

Kingswood Group is the brainchild of Sarah McKee-Harris


Sarah formed the company in 2018. Since then the firm has grown rapidly under Sarah’s leadership, supporting hundreds of employers in finding great talent and managing their people.

The business has grown quickly, even through the challenges of the Covid-19 pandemic, where the team provided vital HR advice to businesses struggling with the pandemic’s impact and seeking credible, effective advice.

Sarah McKee-Harris, CEO at Kingswood Group said ‘We are delighted to partner with the management team at Trygos Capital Partners who have been very successful over the last decade in helping similar HR businesses develop outstanding offerings for their customers. Together we want to build the go-to HR advisory firm in our region.”

Sarah continued, “The whole Kingswood team is looking forward to developing our partnership with the Directors and the team at Trygos Capital Partners to deliver our growth plans and drive the business forward. This is an exciting time in the evolution of the business, and we’re looking forward to meeting the challenge.”

Kingswood Group is a leading specialist HR and recruitment solutions provider servicing businesses in all industries across Essex, London, and the South East. The team is located in Essex and works in partnership with businesses and organisations to provide bespoke recruitment, HR outsourcing, and HR consultancy solutions, depending on the people needs of those businesses.

Talk to a HR professional today 01245 204450

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