According to research, 75% of employees are contacted by their work when they are on holiday. Employees are entitled to annual leave, and it should be a time for them to unwind, rest, and switch off from work. However, there might be a genuine reason you need to contact the employee, and you may be wondering about the rules for contacting staff after hours. These are some things to consider before attempting to contact an employee on annual leave.

Is it a Genuine Emergency?

It is not acceptable to contact an employee who is on annual leave for a non-urgent matter. You should only ever contact them in a genuine emergency, for example, if they are the only person with the password to a system or if you need a key or van from them. Even if you are friendly with the person, it is not appropriate to contact them about work. When you do this, it does not allow them to switch off from work, which can be damaging to mental well-being.

Consider the form of Communication

Even in a genuine emergency, consider the type of communication you use. For instance, a phone call can be disruptive and can feel demanding to the individual. Instead, try to contact them via text or WhatsApp first and then consider if you need to give them a call. In this way, they can respond at their leisure; rather than feeling the need to drop everything to answer a phone call.

Avoid Work Emails

You should never ask the employee to check their work emails and respond to anything when they are on annual leave. It is unfair and will make them feel that even on annual leave, they still have their head at work.

Why is Annual Leave Important?

You might think that it’s reasonable to contact your employees when they are on annual leave, especially if you have a close relationship. However, instead of thinking ‘they won’t mind’ consider the purpose of annual leave and why it is essential for their wellbeing.

Time to Destress

Work can be challenging and stressful at times, and it can often lead to employees feeling anxious and burnt out. Holidays are a time for employees to disengage from their jobs to enjoy some personal time with their loved ones. If you are contacting an employee about working during their holidays, you are not allowing them to focus their attention solely on their downtime and families.

Increase Productivity

A well-rested employee will work harder and be more productive. Employees will return to work feeling more energetic and more engaged with their work. Some employees even look forward to returning to work after a break; as they enjoy the routine.

Improved Physical Health

We all need time to rest our bodies, regardless of the type of job we do. An opportunity to sleep later and enjoy life at a more leisurely pace can improve both physical and emotional well-being.

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It can be extremely disheartening when a good employee decides to up-stick and leave. You may be worried about how you will replace them and whether you will find the same quality when you go out to market. There are ways to make the most of an employee leaving, though, by implementing exit interviews as part of your standard practice. Company exit interviews often take place in organisations but the data is rarely utilised to get the best benefits. Data derived from exit interviews is like gold. It can provide you with crucial information on your business, its culture, and how you can make improvements.

What is an Exit Interview?

When an employee hands in their notice, an exit interview is conducted to gain an understanding of why they have chosen to leave. You can ask them questions about specific areas of their role and the business, which allows you to improve your culture, and processes and generally ensure that you increase retention levels in the future. Of course, a single exit interview may not be sufficient for improving your business. The real insights will come from data that is cultivated over a series of exit interviews.

Exit Interviews Benefits

There are many benefits to conducting exit interviews and using the data to its greatest potential. Exit interviews can allow you to address the main issues that lead to resignations and to make changes to reduce the likelihood of this affecting your retention levels in the future. With company exit interviews, you can improve staff engagement and ensure you have a robust onboarding process. You can ensure you are providing employees with a positive culture and employee benefits that make them want to stay. You must act on the employee exit feedback as otherwise it is not only is it a waste of time, but it also shows employees that you don’t care enough about them to make changes. You may want to implement outsourced exit interviews if it would be more beneficial than exit interviews with a manager from within the business.

Exit Interview Dos and Don'ts

An exit interview is not the time to start questioning the employee's opinions and feedback. It is a time to listen and resist defensive retorts. The employee has decided to leave the company, so their thoughts and feelings on the company or people within the company, are strong enough to make them look elsewhere. These are some questions you could consider asking. You may want to delve further into each, depending on the responses.

• What was the main reason you decided to look for another job?
• Did you feel supported by your manager and colleagues throughout your time?
• Did you feel the salary and benefits were adequate based on your skills and experience?
• What could we do or have done to encourage you to stay?
• Do you feel that you received the right training to help you succeed in your role?

It is not always the case that an employee leaves because they are unhappy or dislike the company. They may leave because they found a more challenging opportunity, or maybe the job offers flexibility that you can’t provide.

How to Use Exit Interviews to Reduce Turnover

Many organisations make exit interviews a part of their process but never do anything with the data. It is a big mistake as the data from exit interviews is valuable. The best way to use exit interviews to reduce turnover is to create a document with the responses you uncover. You can then start to notice trends in the feedback and plan ways to make improvements. There may be some quick fixes that you can introduce, other changes might take longer and be more challenging.

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According to data from Gallup, the number of employees seeking out new roles is at the highest level since 2015. The data also revealed that employee satisfaction is at a record low, with many employees feeling completely disconnected from their employers. When you consider what employees really want at work, there are a variety of factors to consider, and it often depends on individual needs. These are some aspects that matter to employees when considering whether to remain with their employers.

Good Manager

Bad managers are one of the main reasons employees leave their jobs, with 67% of workers stating that they would consider quitting because of a bad manager. Some of the traits of a bad manager include micromanaging, poor communication or failing to create a positive environment. The consequences of a bad manager include decreased productivity, poor mental wellbeing and low retention levels. To get the most out of your employees, they must have a manager that influences them in a positive way.

Increased Pay and Enhanced Benefits

It is no surprise that employees want increased pay and enhanced benefits. A good salary makes employees feel that they are valued within the organisation. It is one of the most important aspects for motivating employees and to improve your retention levels. If you want to hold onto your employees, make sure your pay and benefits for employees are competitive.

Job Security

There is no underestimating the importance of job security for employees. If employees feel that their job might be at risk, they will start looking for other opportunities. According to a survey by Robert Walters, 77% of employees prioritise job security over pay. To ensure security, employers can acknowledge any uncertainties. For instance, if there are rumours of a takeover, the organisation should be transparent, rather than ignoring the rumours. Ensuring open communication and allowing employees to ask questions and discuss concerns is vital in promoting job security within the organisation.

Flexibility

Since the Covid pandemic, flexibility has become an important aspect of the working environment. Organisations are often now allowing employees to work on a hybrid model, where they work a combination of remotely and in the office. According to the CIPD, around 4 million employees have changed their careers because of a lack of flexibility at work, with 2 million leaving their job in the last 12 months. Flexibility is no longer an option for employees, it is a necessity for many and employers that want to thrive will provide flexibility in the workplace.

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To maximise the potential of your staff and your business, it is essential to invest in the training and development of your employees. In Scotland, over 64% of employers had invested in or arranged training for their employees in the past 12 months. The figure highlights the importance employers place on investing in training and development for their workplace. Why is it a crucial part of the employment contract, and what benefits can you gain overall for your business?

What is training and development?

Training and development may seem like the same thing, but while there is some overlap, there are crucial differences. Training can be offered for aspects of the job that are entirely new to the employee or when a refresher is needed. You may identify areas of weakness during their appraisal, in which case, it is a good idea to offer training in those areas. On the other hand, development is about improving employees to enable them to progress within the organisation. You might discuss career goals during their appraisal, and a development plan can help them to grow within your organisation. If your employees can identify clear career progression, they will be more likely to stay.

The Importance of Training and Development in the Workplace

Businesses often consider whether employee training and development is a cost-effective investment. It can be a significant cost, especially for an SME that might not have the same level of spending as a large organisation. These are some reasons why training and development is important in the workplace.

Understand Role Quickly

It is the ideal scenario for any manager that they hire an employee and they immediately hit the ground running. However, this is not always the case, especially if the employee comes from a different background or industry. A structured onboarding training plan helps employees quickly settle in and grasp their responsibilities.

Improve Retention 

Investing in employee training shows that you care, increasing their sense of value and decreasing the likelihood of them leaving. Employees like to feel valued. When they don't feel valued, they are more likely to leave.

Support Succession Planning

By providing training and development to employees, it can allow you to plan for future needs. For instance, you might provide training and development to support an employee with moving into a role where another employee is retiring. Your succession planning can become easier when you have a clear and concise training and development plan.

Cost Effective

You can never underestimate the importance of training and development in the workplace, as it can help support your recruitment efforts by allowing employees to move into other opportunities throughout the business. By equipping employees with new skills, training supports internal hiring, reducing the need for costly external recruitment methods like agencies and job ads.

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Employment tribunals are a constant concern for businesses, and with compensation for unfair dismissal amounting to as much as £118,000, it is understandable. As an employer, you should try to avoid an employment tribunal as it is not only costly but can also affect your reputation, and it is time-consuming. These are some ways to reduce the likelihood of being taken to an employment tribunal.

Consider Probation Period

It can be challenging to dismiss an employee who has passed probation, which is something employers often don't consider. If you have any doubts about an employee’s performance or if there are issues with their attendance etc, you should consider extending the probation period. Quite often, employers will pass probation for employees without giving it much thought, but this can cause issues further down the line.

Provide Training

If you are concerned about an employee’s performance, you should speak to them and identify any areas of concern and where you can provide additional training. It is often the case that employers will want to end an employee’s contract because of concerns over their performance, without creating a training plan to help support them. A dismissal due to performance issues is one of the reasons to go to an employment tribunal.

Follow Procedures

You should always follow the correct procedures. For instance, if you have taken an employee through a disciplinary or grievance hearing. A failure to follow procedures is one aspect an employee tribunal will not look favourably on. If you can show you have followed procedures regardless of the reason for being taken to an employment tribunal, you will have a much better chance of success. One of the most important employment tribunal rules is that the employer has followed the correct employment law procedures.

Document Everything

There is no such thing as a casual chat about someone's performance in the workplace. If you’re discussing anything related to an individual's role within the workplace, you should make sure you document it. An employment tribunal won’t look favourably on discussions you have had with an employee, where there is no documentation to support it. If you want to know how to appeal an employment tribunal decision, you will require documentation to do so.

Ensure Privacy

As an employer, you must not share an employee’s personal details or situation with anyone unless there is a specific need to do so, and the employee is aware. If an employee finds out you have shared personal details with others, they could use it in an employment tribunal and it could negatively affect your case.

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Losing a loved one is, unfortunately, something we will all experience at some stage in our lives. If your employee has faced a bereavement, it is crucial to be sympathetic and to give them time to grieve. If your employee loses a child under the age of 18, they are entitled to two weeks bereavement leave, which is known as ‘parental bereavement leave.’ Otherwise, there is no specific law regarding bereavement leave in the U. for instance, bereavement leave if a parent dies, but most employers will allow their employees to take as long as they need. In most cases, this would be from a couple of days up to a week, but it may be longer depending on the employee's needs. However, if your employee has taken a significant amount of time off for bereavement leave and has not yet returned, these are ways to manage the situation.

Contact Employee

If your employee has not returned to work following bereavement leave, you should find out how they are and when they expect to return to work. If they are unsure of when they may return, you could offer methods of support, such as phased return, flexible working such as remote working or temporarily reducing their hours. Although it is important to bring your employees back to work, it is also crucial to do this in an understanding, empathetic way, as you never know what they are going through. You can focus on bereavement return to work and find ways to adapt to the needs of your employee.

Unpaid Leave

It is reasonable for an employer to offer paid bereavement leave for up to one week. However, employees can't expect to take a limitless amount of time off for bereavement leave. If your employee is unable to return to work, you could suggest that they take unpaid leave or use their holidays. 

Review Contract

If you have contacted your employee and they will not communicate or return to work in any capacity, you should review their contract and your policies. If they are breaching the employee contract and the policy you have in place relating to bereavement leave, you may decide to take further action regarding their employment.

Formal Disciplinary

When an employee has lost a loved one, it can be difficult to handle the situation if they have not returned to work following bereavement leave. On the one hand, you want to be empathetic and reasonable, but on the other, you are still running a business, and that comes with its own challenges. If your employee is breaching their contract and you have exhausted all efforts to arrange with them, you may decide to go down the formal disciplinary route.

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With the Supreme Court ruling that the legal definition of a woman is based only on biology, there has never been a more important time to support transgender employees in the workplace. The new ruling has caused a major upset for the transgender community who will now have issues accessing single-sex services and spaces. Whether you agree with this ruling or not, it is important that, as an employer, you take steps to protect transgender employees in the workplace.

Educate Employees

The new ruling does not mean that employers can discriminate against transgender employees. The opposite is true. The ruling means that transgender people need support more than ever, especially from their employees. You should focus on creating a trans-inclusive workplace. To educate employees and ensure acceptance, you should support transitioning employees, employ a transitioning at-work policy, and set up an LGBTQ+ network, where possible. A transgender person does not expect you to know everything about it, or even to understand it, they just expect you to give them support as they need it. Employees should receive transitioning in the workplace training.

Provide Unisex Toilets

One of the main aspects that led to the Supreme Court appeared to be the use of toilets by nonbiological women. It is the aspect of the ruling that has caused the most concern to transgender people, with many feeling that they no longer know which toilet or changing facility to use. To accommodate transgender employees and avoid confusion, you may want to provide unisex toilets, as well as single-sex toilets. In this way, it can make your transgender employees feel more comfortable.

Flexible Dress Code

In some cases, an employee might begin the transition process while at work. You must support them and allow a flexible dress code. Give them the option to dress in the way that makes them feel most comfortable to support transitioning in the workplace.

Provide Time Off

If an employee is not fully transitioned, they may need time off for appointments. For example, hormone treatment, surgery, and counselling. It is important to take time to understand their needs and allow for time off for these important aspects of their life. Your transitioning at work policy should include potential time off that may be needed.

Offer an Ally

The word ‘ally’ is often overused when it comes to the LGBTQ+ community, but in the workplace, it is important that transgender employees feel that they have someone to talk to and confide in. If there is anyone who can offer that support to them, it will make life a lot easier. It should be someone either in the community or with sympathy for the community. You might even set up a small community in the workplace if there is the ability to do so.

Ensure Confidentiality

A Transgender employee should feel comfortable speaking to their manager about their experiences and the process they are undertaking, without it being spread across the organisation. It should be up to the employee to decide who they want to know and when; their confidentiality should never be breached.

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In previous blogs, we discussed signs you are being managed out of your job and why you are being managed out of your job. In this article, we will discuss how to handle being managed out of your job. If you are in this situation, it can make you feel a whole range of feelings, from dreading going to work, anxious at work, and feeling lonely and isolated. If you are in this situation, these are some steps to take.

Document Everything

When you are being managed out of the workplace, it is a wholly unpleasant experience. It is not illegal as such to manage an employee out of their job, but it is a cruel thing to do. However, it could also violate the employment law, so you should document everything that occurs during this process. You may claim constructive dismissal if your employer violates your employee contract. For example, if they change your working hours, discriminate against you, or employ bullying tactics to get you out the door. It can almost be worse than being fired from a job.

Speak to HR

Your employer is responsible for treating you fairly at work, and if you feel that you are being unfairly treated, you should speak to HR. If relevant, you may be entitled to start a grievance process against your manager. The employment law protects employees, and if your manager is not adhering to it, you are entitled to take formal steps to deal with it.

Get Support

The feeling of being managed out of a job can make it difficult to keep going, and if you are struggling at work, you should reach out to someone you trust for support. If you don’t feel comfortable speaking to your manager directly, reach out to a colleague or anyone else that can offer advice and support.

Reach Settlement

If you have decided that you would rather leave than take any other steps, you might be able to settle with your employer. If your employer wants you to leave, they will probably be glad to reach an agreement, rather than drag out the process of being managed out of a job.

Unfair Dismissal Claim

Depending on the circumstances, you might decide that the best step is to claim unfair dismissal at a tribunal. You would usually need to have two years’ service before being able to claim a tribunal, so this will depend on your length of service. This will be a last resort, but if your employer breaches the employment contract, you have the right to take this step.

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