Winter has arrived, and we will be digging out coats, scarves and gloves from the deepest depths of our wardrobes. Colds will start spreading around the office, bad weather will…

Volunteers bring significant value - to themselves, and to the organisations they contribute to. For neurodivergent individuals the benefits can be especially powerful: building skills, confidence, belonging and social connection.

The story of Tom Boyd recently captured the nation’s attention. Beyond the human-interest angle, Tom’s experience raises critical lessons for organisations about compliance, volunteer management, and training.

We’ve all been glued to The Celebrity Traitors. The drama, the deception, the tension at every round table – it’s brilliant TV. But beyond the entertainment, the show offers a fascinating look at something we deal with every day at work: unconscious bias.

Each accusation, each decision to ‘banish’ a player, is made with limited evidence and plenty of gut feeling. And that’s exactly how bias shows up in our workplaces – in the small, often unnoticed ways we make decisions.

If your organisation uses non-disclosure agreements (NDAs) or confidentiality clauses in settlement agreements or employment contracts, read on.

New proposals could soon make it unlawful for employers to use NDAs to stop employees speaking out about harassment or discrimination at work.

In a post-#MeToo world, the UK government is moving to render certain NDAs unenforceable. Proposed amendments to the Employment Rights Bill (ERB) would, if passed, give stronger protection to anyone who has experienced – or witnessed – workplace harassment or discrimination.

It’s not unusual for employees to resign once a disciplinary process is underway, particularly if they suspect dismissal may be the outcome. They might feel it’s better to leave on their own terms than face the consequences of formal action.

But what should employers do in this situation? Can you refuse their resignation, continue the process, or must you stop altogether? Here’s our practical guide to managing this fairly and confidently.

Frequent grievances don’t just waste time – they damage morale, trust and productivity. By investing in training that enhances emotional intelligence and communication, you can reduce the number of formal complaints, improve relationships, and build a more positive culture.

Our latest blog covers the rising use of AI within the grievance process, and what you as a HR professional can do to minimise potential risks.

You are in the run up to an employment tribunal hearing and your witness has left the business. Whether that be under a cloud or hopefully on good terms, here’s…

The latest roadmap for the Employment Rights Bill.

The HR investigation process can appear tricky and complex for employers. We could write plenty about deciding what action needs to be taken when an issue comes to HR’s attention…