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An NHS trust has been ordered to pay more than £70,000 in compensation to a former employee who was dismissed after taking sick leave due to her disability. An employment tribunal ruled that Frimley Health NHS Foundation Trust discriminated against Victoria Ware, a Medical Laboratory Assistant, when it dismissed her for ill-health absence. The panel also found that the trust had directly discriminated against her by providing a damaging reference to a prospective employer, leading to a job offer being withdrawn. The ruling follows a hearing at the Reading Employment Tribunal, where it was determined that Mrs Ware’s dismissal amounted to discrimination arising from disability. While the tribunal dismissed other claims, including direct disability discrimination in relation to dismissal and failure to make reasonable adjustments, it upheld her complaints regarding the termination of her employment and the reference provided to another healthcare employer. Mrs Ware, who has multiple long-term health conditions was employed by the trust from August 2022 until May 2023. Her dismissal came after an extended probationary period, during which the trust assessed her sickness absences. However, the tribunal found that the trust had failed to properly consider reasonable adjustments for her conditions. The NHS Trust must have been aware that the claimant’s condition meant she was likely to have a higher rate of sickness absence than a non-disabled person, the tribunal ruled. It further observed that the trust failed to ensure that reasonable adjustments were in place in a timely manner. “The Trust failed to put in place a suitable workstation for Mrs Ware for a period of over seven months,” said Employment Judge Emma Hawksworth. “A sit-stand desk was recommended for Mrs Ware by the Trust's health and safety advisor, because of her disabilities, to accommodate her when she needed to use her wheelchair. “The Trust failed to put the desk in place for over six months after this recommendation was made.” The Trust also failed to distinguish between disability-related and non-disability-related absences, the judge stated. Mrs Ware’s subsequent appeal was dismissed, with the trust concluding that all reasonable adjustments had been made. However, the tribunal disagreed, noting that key adjustments, such as the provision of appropriate workstations, had not been put in place in a timely manner. Mrs Ware was awarded a total of £70,942.84 in compensation. Supporting disabled workers through reasonable adjustments is a crucial aspect of fostering an inclusive workplace. If you need HR support, call us on 03333 660657 or visit www.centrichr.co.uk https://lnkd.in/gj6pYq-V #centrichr #hrconsultancy #hrtraining #hrconsultant #hrconsultants #hrsupport #hr #hrmanagement #hrprofessionals #outsourcedhr #hrconsultantexpert #HRConsulting

Workplace conflict between employees is growing and is top of the agenda for HR in 2025. Last year's figures from the CIPD showed that a quarter of UK workers encountered conflict at work. With significant legal, operational, financial and reputational ramifications if they get it wrong, business leaders are understandably nervous when dealing with conflict. What can leaders do to reduce the risk of damage from workplace conflict? Catch it early (if you can) The earlier workplace conflict is addressed, the more likely it will be resolved before it reaches the point of no return – when it can no longer be fixed (think irreparably damaged relationships or acrimonious exits). Normally, there are whisper warning signs to look out for well before you get there. For example, an unexpected change in behaviour can be a red flag. Are employees avoiding meetings and social events? Are they behaving uncharacteristically quiet in meetings? Are they having unusually negative reactions to things? Consider whether there is a viable route for de-escalation We sometimes escalate conflict straight to inflexible, formal processes. Escalation may feel safer at face value, but formal processes can make difficult situations worse, entrenching bad feeling and conflict. They are often time-consuming and expensive. Sometimes the braver, better decision is to pause; to de-escalate, swerving away from formal to informal routes, such as workplace mediations and facilitated conversations, involving a neutral third party. Informal routes may sometimes be viable even in the context of allegations of bullying and harassment – many anti-bullying and anti-harassment policies encourage informal routes. Know when it’s time to bring in outside experts. Using credible third-party experts can be crucial in resolving conflict. The organisation may have insufficient internal resource – it’s hard to deal with complex conflict situations off the side of a desk, and delay can make things much worse. The use of external experts may also be needed to ensure impartiality (particularly where senior leaders or HR are involved in the conflict). Using an external expert can help build trust in the process, and sends a clear message that the organisation is dealing seriously with the matter. Sometimes, an organisation will need specific skills and experience. The kind of conflict, and the stage the conflict is at, will be key in deciding what kind of expert you need. You may need external investigators, mediators and/or coaches. Workplace conflict is complex and distressing. These principles are a good starting point to help meet the challenge of conflict when it touches your workplace. If you need HR support, call us on 03333 660567 or visit www.centrichr.co.uk https://lnkd.in/gKT-X4R3 #centrichr #hrprofessionals #hrconsultant #hrconsultancy #outsourcedhr #hrmanagement #hrsupport #hr #hrconsultantexpert

39% of UK workers considering a new job in the next 12 months and 59% of employees without flexibility plan to leave. The annual What Workers Want survey by New Possible, a people insight platform, forecasts growing volatility in the UK labour market: 39% of employees say they’re likely to look for a new role in the next 12 months – up from 33% in 2024. Demand for flexibility continues to surge, as 59% of employees without flexibility say they intend to leave – compared to 50% a year ago. Pay expectations remain above inflation, with an average 7% salary increase considered ‘fair’ by employees in 2025, slightly below the 8% they sought last year. Concerns over job security are mounting: 14% of respondents believe they’re at risk of redundancy – up from 10% in 2024 – reflecting growing unease about the economy. Nate Harwood, founder of New Possible, said: “2025 is shaping up to be a turbulent year for the job market, with employees increasingly seeking new opportunities and greater flexibility. At the same time, high pay expectations pose a challenge for employers already grappling with rising costs like National Insurance Contributions as they work to attract and retain talent.” Overall job satisfaction across sectors remains steady at 70%, with engineering and manufacturing (75%), and charities (73%) enjoying the highest satisfaction levels. In contrast, healthcare (68%), retail (66%), transport and logistics (63%) are at the lower end. When asked about their biggest frustrations at work, respondents were clear that poor leadership and unhealthy cultures have the biggest impact on their likelihood to leave. Colleagues, staffing shortages, pay and poor work-life balance were also key reasons why many are planning to look for a new job. Unhealthy cultures were most often described as “greedy”, “challenging” and “toxic” with people frequently feeling undervalued. Top five reasons for leaving: Poor leadership Unhealthy culture Colleagues Lack of resources (inc. staffing) Pay dissatisfaction Top five reasons to stay: Colleagues Flexibility Fulfilment Healthy culture Good benefits Wellbeing remains under pressure, with 30% of employees reporting a decline over the past year; those in transport and logistics (45%), IT (40%), sales (40%), and retail (35%) have experienced the sharpest falls. In a notable shift, IT (69%) – previously the most satisfied sector in 2024 – now reports growing dissatisfaction, with particular frustrations around pay and work-life balance. The What Workers Want survey also highlights that 35-44-year-olds are the most likely age group to move jobs in 2025, driven by pay and workload demands. If you need HR support call us on 03333 660567 or visit www.centrichr.co.uk https://lnkd.in/g9QUfW5k #centrichr #hrmanagement #hrconsultants #hrprofessionals #hrconsultant #hrtraining #hrconsultancy #hr #outsourcedhr #HRConsulting #hrconsultantexpert #hrsupport #HRConsultant

Social media worker wins £22k at Tribunal. The compensation was awarded after an employment tribunal ruled that she was unfairly dismissed by bosses at a museum. Ms Anita Briggs was dismissed from her role as a digital media content producer at the National Museums of Scotland in February 2024, due to concerns over the quality and quantity of content she produced for website and social media channels. An employment judge found that, while the museum had legitimate concerns about her performance, including frequent typos and a lack of social media output, it failed to follow proper disciplinary procedures before terminating her employment. The tribunal heard that Ms Briggs, who had worked at the National Museum for nearly 15 years, was responsible for planning, coordinating, and creating content to engage audiences and drive ticket sales. But over time, managers identified a pattern of underperformance. The museum's management noted that Ms Briggs consistently failed to meet output expectations. In July and August 2023, she produced only two pieces of content, one of which required significant revisions, the tribunal found. By December, her total output stood at just six social media posts, while a colleague produced 73 in the same period. Her work was also said to contain frequent typographical and grammatical errors, requiring further editing and delaying publication. Despite acknowledging the museum’s legitimate concerns, the tribunal ruled that Ms Briggs’ dismissal was unfair because her employer did not follow the correct performance management process. Judge S Neilson found that while she had been placed on multiple Performance Improvement Plans (PIPs), the escalation to dismissal did not align with the museum’s formal policies. The tribunal noted that the introduction of a so-called “formal PIP” was not a recognised step in the museum’s own disciplinary procedures, creating procedural confusion. The tribunal was also critical of the museum’s failure to consider alternative roles within the organisation before opting for dismissal. Ms Briggs argued that she could have been redeployed elsewhere within the museum where her skills might have been better suited, but this option was not meaningfully explored by management. Judge Neilson stated that Ms Briggs should have been issued at least one formal warning before being dismissed, noting that the museum had a duty to provide clearer expectations and more structured support before taking such a serious step. The tribunal awarded Ms Briggs £22,210.75 in compensation. If you need HR support to ensure your actions are correct and procedures are followed, call us on 03333 660567 or visit www.centrichr.co.uk https://lnkd.in/g7i987ep #centrichr #hr #hrmanagement #hrconsultant #hrsupport #outsourcedhr #HRConsulting #hrconsultants #HRConsultant #hrconsultancy #hrconsultantexpert #hrprofessionals

Dealing with the aftermath of Christmas parties. Ethan Diver considers how employers can best handle staff complaints. The Christmas period is a busy time for work social events. Upon receiving a complaint, the employer should speak to the person who made it to fully understand it and their preferred resolution. The most appropriate course of action will depend on various factors, particularly the severity of the allegation. In less serious cases, it may be appropriate to adopt an informal approach whereas, in more serious cases, a formal procedure should be followed from the outset. An informal approach might be appropriate where there has been a misunderstanding, or an employee is unaware of the effect of their actions. This could result from, for example, an ill-judged comment or joke. This approach involves speaking to the parties concerned to seek a resolution, either privately or together at a meeting. The employer could also consider mediation, whereby an impartial third person helps the parties find an agreed solution. A formal procedure will be appropriate where the allegations are serious, such as a complaint of sexual harassment, or where an informal approach has been unsuccessful. Ideally, an employer’s policies will outline the procedure that they will follow in dealing with disciplinary complaints and/or sexual harassment allegations. If not, they should follow a formal grievance procedure. This will involve appointing an impartial person to investigate the complaint objectively. The investigator should collate evidence that supports and undermines the complaint by speaking to the parties and any witnesses. They may also request copies of emails or messages, or check CCTV footage, depending on the nature of the complaint. At the end of the investigation, the investigator should produce a report that records their findings and whether they consider the employee should be called to a disciplinary meeting. The whole investigation process should be kept confidential as far as possible. Where the investigator upholds the complaint, it may be appropriate for the employer to invoke its disciplinary procedure. The outcome of this could include a first or final written warning, or even dismissal where the perpetrator’s conduct amounts to gross misconduct. In all cases, it is important that the investigation and disciplinary procedure are conducted thoroughly and fairly to avoid further complaints or claims by the complainant or accused employee. Ethan Diver is a solicitor at Taylor Walton Solicitors If you need HR support, call us on 03333 660567 or visit www.centrichr.co.uk https://lnkd.in/eiHQjDgw #centrichr #HRConsultant #outsourcedhr #hrconsultants #hrmanagement #hrsupport #HRConsulting #hrconsultancy #hr #hrconsultant

A white accountancy firm executive was awarded over £40,000 for victimisation at tribunal after she was dismissed following an internal complaint of race discrimination. Nicola Blackwell alleged that her female manager Varsha Kapoor was targeting her by excluding her from company meetings and speaking about her in Hindi. She made an informal complaint that Kapoor was discriminating against her on the basis of her race, and she soon noticed her workload had begun to increase. Later, Blackwell was dismissed due to a “lack of care and attention” in her work. The tribunal ruled that Blackwell was victimised as she made a complaint. Judge Cowx said: “'The motivation behind [Blackwell's] dismissal was the personality clash between herself and [Kapoor], and the complaints made by [Blackwell] about [Kapoor]. “The tribunal found that [Blackwell] was dismissed because she had made complaints of racial discrimination against [Kapoor].” Blackwell was awarded £41,181.58 for injury to feelings and financial loss. If you need HR support call us on 03333 660567 or visit www.centrichr.co.uk https://lnkd.in/eJtkaFaZ #centrichr #outsourcedhr #HRConsultant #hrconsultants #HRConsulting #hrsupport #hr #hrmanagement #hrconsultancy

NHS cleaner sacked after 400 sick days in four years - unfairly dismissed.. University Hospitals of Morecambe Bay failed to recognise Zoe Kitching had a disability under the Equality Act 2010, the tribunal heard, despite clear evidence from multiple occupational health reports. “The decision to deny that the claimant was disabled was irrational and wrong, given the medical evidence available to the contrary,” the panel ruled. The trust did not adhere to its own retention policy, which stated that management of sickness absence relating to a disability should focus on offering adjustments to support the individual and that a higher level of absence should be taken into account before initiating formal absence management procedures. The tribunal ruled that Kitching experienced unfavourable treatment because of something arising in consequence of disability. Her complaints of unfair dismissal and failure to make reasonable adjustments for disability also succeeded. The panel described the respondent’s decision to dismiss the claimant as “fundamentally flawed and discriminatory”. “The decision to deny that the claimant was disabled was irrational and wrong, given the medical evidence available to the contrary,” it explained, saying there was “a complete lack of an enquiring mind”. The panel said the respondent chose not to commission an occupational health report before dismissal, which would have confirmed Kitching’s disability. The panel also found that had the claimant been allowed to remain on reduced hours, her attendance would have improved. “The claimant was frank in her evidence about the challenges and stressors in her home life, coupled with her mental health, and we can well understand that the claimant was trying to prioritise these challenges with the need to attend work for the respondent.” “The Trust chose to ignore the medical evidence and focused on a different report ” Shazia Shah, legal director at Irwin Mitchell, explained. “They focused on what they wanted to hear and disregarded the rest.” Shah advised “establish if there could be a link between an employee’s absence and a disability”. “They should consider whether adjustments could be made to ease the disadvantage an employee experiences because of their disability,” she added. “Up-to-date medical evidence is needed and must be fully considered, particularly since it will all have to be disclosed to the tribunal. “When it comes to adjustments, employers will always be on firmer ground if they have tried to put in place a particular arrangement and have evidence as to why it failed.” If you need HR support to prevent a potential Tribunal case, call us for advice on 03333 660567 or visit www.centrichr.co.uk https://lnkd.in/es43ubNC #centrichr #hr #hrsupport #hrconsultant #hrmanagement #hrconsultants #outsourcedhr #HRConsulting #HRConsultant #hrconsultancy

Most annoying email habits staff want to end. Computing and tech retailer, Currys asked 1000 UK-based office, hybrid, and remote workers about their email preferences and pet peeves. The survey reveals that CC’ing others unnecessarily ticks off workers the most, with 44% giving it the thumbs-down. Long-winded emails took second place, with more than 4 in 10 Brits (43%) disliking them. Using slang terms such as OMG, LOL, or WTF emerged as the third most annoying email habit, irritating nearly 4 in 10 (39%). As the average person receives 90 to 120 emails a day, it’s natural that certain repeated phrases can occasionally hit a nerve. For a quarter (25%) of the nation, that phrase is “as per my last email,” while “just looping you in” annoys slightly less people (23%). The common follow-up phrase “not sure if you saw my email” landed in third place, irritating just over a fifth of Brits (22%). For those whose job involves sending emails, it’s a good idea to avoid “any updates on this?” as it frustrates 18% of the nation, while “just a friendly reminder” isn’t quite so friendly for 17% of recipients. How you sign off an email also important if you want to remain friendly. Ending a message with "tara/tata" is the worst choice, as it irritates 27% of us. Other common signatures like "sent from my iPhone", which was thrown into the spotlight recently due to the Netflix series “Baby Reindeer” annoys 25% of people, while geeky goodbyes like "May the Force be with you" irritate 24%. Similarly, 24% dislike Toy Story’s "To infinity and beyond," and 23% are bothered by Schwarzenegger’s infamous line "Hasta la vista, baby." If you want to use a nice phrase to end an email, opt for a more traditional approach like "Have a great day/week/weekend," as nearly half (49%) of people find it friendly. "Many thanks," "Best wishes," and "Cheers" also came up in the survey as good choices to wrap things up. The friendliest email signoffs as voted for by UK workers were: Have a great day/week/weekend Many thanks Best wishes Cheers Thanks/Thanks again Warm regards All the best Let’s catch up soon Best regards See you soon And the most annoying email signoffs as voted for by UK workers were: Tara/tata Sent from my iPhone May the Force be with you To infinity and beyond Hasta la vista Peace out Slay, serve, survive No sign-off at all Catch you soon Take it easy If you need HR support, call 03333660567 or visit www.centrichr .co.uk Original article from HR Grapevine https://lnkd.in/eM2jjhsJ #centrichr #hrsupport #HRConsultant #outsourcedhr #hrconsultant #HRConsulting #hrmanagement #hrconsultancy #hr #hrconsultants

Employment law: What to expect in 2025. Significant reforms in employment law are poised to transform workplace rights, wages and employer responsibilities in 2025. Some measures will take years while others including wage increases and neonatal care leave are planned to roll out this year. Consultations on employment rights bill to begin. Published in October 2024, the employment rights bill includes 28 individual reforms aimed at boosting pay and productivity and improving job security. The legislation removes the two-year qualifying period for protection from unfair dismissal, as well as introducing day-one rights to paternity leave, parental leave and bereavement leave. The measures also include the removal of the lower earnings limit and four day waiting period for statutory sick pay, and the introduction of flexible working as a ‘default’ right from day one for all workers, unless an employer can prove it is unreasonable. Additionally, the bill aims to “end one-sided flexibility” by giving workers the right to be offered a contract with guaranteed working hours if they work regular hours over a defined period, which was previously proposed to be 12 weeks. ‘Fire and rehire’ practices will also be banned, in all but exceptional circumstances. While the majority of these reforms will likely not take effect until 2026, with the government specifying that reforms of unfair dismissal will take effect no sooner than Autumn 2026, consultations on the measures are expected to begin in 2025. If you need HR support call us on 03333 660567 or visit www.centrichr.co.uk #centrichr #hrsupport #hrconsultancy #outsourcedhr #hr #HRConsultant #HRConsulting #hrmanagement #hrconsultants #hrconsultant