HR & Employment Team, Author at Supportis

What is the Real Living Wage?

The Real Living Wage is an independently calculated hourly rate based on the cost of living. It is higher than the government’s National Living Wage.

The Real Living Wage is not mandatory for UK employers. It is a voluntary commitment by employers to pay their workers a wage that reflects the true cost of living. The rate is calculated and set by the independent Living Wage Foundation, taking into account the actual costs of living.

What are the changes?

The Real Living Wage, as determined by the Living Wage Foundation, has recently increased by 5% to £12.60 per hour nationally and 5.3% to £13.85 per hour in London. This significant increase will directly benefit nearly 500,000 employees across over 15,000 businesses committed to paying this voluntary rate.

This pay rise is intended to help workers cope with the ongoing challenges of rising inflation and the increasing cost of living. Importantly, the Real Living Wage applies to all workers aged 18 and over, unlike the government’s national living wage, which only applies to those aged 21 and above. The government is currently working towards phasing out the lower minimum wage for 18- to 20-year-olds.

Research conducted by the Living Wage Foundation highlights the pressing need for this increase, revealing that 42% of workers earning below the Real Living Wage have less than £10 per week left after covering essential expenses such as rent, bills, and transportation. While this increase is a crucial step, many employers are still hesitant to offer significant pay raises, with the median pay award forecast to drop to 3% in 2025.

Despite this cautious outlook, the number of businesses committed to the Real Living Wage is steadily increasing. However, it’s important to note that some high-profile companies have recently withdrawn from the scheme.

The Real Living Wage offers several benefits to both workers and employers. It helps to ensure workers can afford a decent standard of living, improves employee well-being and job satisfaction, and can attract and retain top talent. Additionally, it enhances a company’s employer brand by demonstrating a commitment to social responsibility and employee well-being.

Beyond wages, the Living Wage Foundation also promotes complementary initiatives such as Living Hours and Living Pension. Living Hours aims to guarantee a minimum of 16 hours per week, predictable shift patterns, and contracts that accurately reflect the hours worked. The Living Pension initiative recommends an employer pension contribution of at least 7%.

Katherine Chapman, Director of the Living Wage Foundation, emphasised the significant positive impact of these new rates on workers struggling with the cost of living. Darren Taylor, Country People and Culture Manager at IKEA UK&IE, expressed optimism that this uplift, combined with the company’s enhanced flexibility and benefits offerings, will provide employees with greater financial stability and support for a better quality of life.

For employers requiring further guidance or assistance with HR, Health & Safety, Employment Law or eLearning, Supportis are here to help. Contact us today for a free consultation at [email protected] or on 0161 603 2156.

New Dad Harassed by Colleagues After Taking Paternity Leave

A new father has won a landmark employment tribunal case after facing harassment from colleagues who disapproved of his flexible working arrangements following the birth of his daughter.

Courtney Rawlins, a delivery driver for DPD, had his working hours adjusted to allow him to spend more time with his child. However, his colleagues reacted negatively, gossiping about his new schedule and making derogatory comments. This created a hostile work environment for Rawlins, who ultimately resigned.

The tribunal found that the “gossip” and negative comments constituted sex-based harassment, as it was unlikely that similar treatment would have occurred if a female colleague had adjusted her hours for childcare purposes.

A Warning to Employers

This case serves as a stark reminder for employers to:

Create a workplace where all employees feel valued and respected, regardless of their gender or family responsibilities to promote a culture of respect and inclusivity
Clearly communicate and enforce policies that prohibit discrimination and harassment based on gender, sex, and any other protected characteristic
Train managers and employees on workplace harassment, including how to recognise and respond to discriminatory behaviour
Take all complaints of harassment seriously and conduct prompt and impartial investigations
Ensure that employees who return from parental leave are fully supported and that their working arrangements are respected.

This case highlights the importance of creating a supportive and inclusive workplace for all employees, particularly those who are balancing work and family responsibilities.

Similar Cases

While this case is significant, it is not the first time UK courts have addressed issues related to workplace harassment and discrimination based on parental leave. Other notable cases include:

Snell v Network Rail

This was the first case on shared parental leave discrimination. The tribunal awarded a father compensation for his employer’s refusal to pay him the same rate as his wife for shared parental leave.
Ali v Capita Customer Management

This case involved a father who was paid statutory pay for shared parental leave, while his wife was paid more for maternity leave. The tribunal ruled that this was unlawful.
Mrs E Fray v Secretary of State for Justice

This case involved a woman who was denied Occupational Maternity Pay (OMP) after becoming pregnant while on an unpaid career break. The tribunal dismissed her claim of indirect sex discrimination.
Heather Todd v 52 Street Event Supplies

This case involved an account manager who was dismissed after maternity leave. The tribunal awarded her compensation for pregnancy and maternity discrimination, unfair dismissal, and arrears of wages.

These cases underscore the need for employers to be vigilant in preventing and addressing any form of discrimination in the workplace.

Where do I stand with asking employees back into the office?

Employers considering mandating more office attendance should carefully review relevant employment law and ensure their policies are legally sound.

They should also consider the impact of increased office attendance on employee well-being and work-life balance.

Evaluating the effectiveness of hybrid work arrangements and identifying strategies to maximise both in-office and remote work productivity is crucial.

Maintaining open communication with employees and being flexible in accommodating individual needs and circumstances is essential.

If you are considering mandating more office attendance and are unsure about the legal implications or how to best implement such a policy, contact Supportis.

What’s happening in the Civil Service with office attendance?

The UK Civil Service has reaffirmed its commitment to a hybrid working model, with most employees expected to spend at least 60% of their time in the office.

This follows reports of a decline in office attendance after the recent change in government. Most civil servants are expected to spend at least 60% of their time in the office or on official business, while senior managers are required to spend more than 60% of their time in the office.

The government emphasises the importance of in-office work for collaboration, innovation, and fostering a sense of community. Monthly office attendance data is being collected to monitor compliance and inform policy decisions.

Need further advice?

We can provide expert advice and guidance on all aspects of hybrid work, including legal and regulatory compliance, developing and implementing effective hybrid work policies, communicating changes to employees, and addressing employee concerns and managing any potential challenges. By partnering with Supportis, you can navigate the complexities of hybrid work and ensure a smooth and successful transition for your business.

The UK government is currently consulting on significant reforms to Statutory Sick Pay (SSP) with the aim of improving worker rights and addressing the issue of presenteeism. Key proposed changes include:

The elimination of the waiting period. Currently, employees must wait three days before becoming eligible for SSP. This change would provide immediate financial support to those experiencing illness.
The removal of the Lower Earnings Limit (LEL). This would extend SSP eligibility to approximately 1.3 million low-paid workers who are currently excluded.
The introduction of a percentage-based SSP rate. This would ensure that SSP payments are proportionate to an employee’s earnings, preventing situations where individuals receive more in SSP than their actual salary.

These reforms are expected to have several benefits, including improved employee health and well-being, reduced presenteeism, and increased workplace productivity. However, they may also result in increased costs for businesses, particularly small and medium-sized enterprises.

Supportis can help you:

Stay informed: Our team can provide you with the latest updates and insights on the Statutory Sick Pay consultation process.
Review your internal sick pay policies: We can assist you in reviewing and updating your current policies to ensure compliance with the evolving legal framework and best practices.
Promote a healthy workplace culture: We can offer guidance and support on implementing strategies to enhance employee well-being, such as stress management eLearning, flexible work arrangements, and open communication channels regarding health concerns.
24/7 advice: We offer round the clock HR advice and can assist you through any type of absence management process.

By partnering with Supportis, you can navigate the complexities of SSP reform with confidence and ensure your business is well-prepared for the future.

The COVID-19 pandemic and subsequent cost-of-living crisis have had a profound impact on the mental health and well-being of UK workers. Many individuals turned to alcohol and drugs as coping mechanisms to alleviate stress, anxiety, and isolation. This surge in substance abuse has led to a significant increase in addiction rates within the workplace.

The consequences of addiction in the workplace are far-reaching. Decreased productivity, increased absenteeism, and impaired decision-making are common issues. Additionally, substance abuse can lead to accidents, errors, and strained interpersonal relationships. A toxic work environment can further exacerbate these problems, creating a cycle of negative consequences.

To address this growing challenge, employers must adopt a proactive approach. Recognising the signs of addiction, such as changes in behaviour, decreased performance, or increased absenteeism, is crucial. Implementing employee assistance programs (EAPs) can provide confidential support and resources to employees struggling with addiction. These programmes often offer counselling, therapy, and referrals to specialised treatment facilities.

Training managers to identify and respond to concerns is also essential. By equipping managers with the necessary skills, employers can create a supportive work environment where employees feel comfortable seeking help. Clear and comprehensive workplace policies addressing substance abuse are vital. These policies should outline expectations, consequences, and available support resources.

Early intervention is key to preventing further harm and supporting employees in recovery. By providing timely and appropriate support, employers can help individuals overcome addiction and return to a healthy and productive work life.

It is important to note that addressing addiction in the workplace requires a multifaceted approach. This includes not only providing support and resources to employees but also fostering a culture of understanding, empathy, and non-judgment. By promoting a positive and supportive work environment, employers can empower individuals to seek help and recover from addiction.

In conclusion, the rising prevalence of addiction in the workplace is a serious issue that requires immediate attention. By implementing effective strategies, employers can mitigate the negative consequences of addiction and create a healthier, more productive workforce.

Let’s discuss how management training, eLearning, and tailored policies can help your organisation address addiction issues and support employees in need.

Since Labour’s election, HR professionals have eagerly anticipated the government’s plans to fulfill its ‘New Deal for Working People’ promise. Last week, the government introduced a bill outlining 28 significant employment law changes.

What’s changing?

The Employment Rights Bill introduces 28 reforms across various employment law areas, significantly favouring employee flexibility. Changes include:

Zero-hour contracts

Zero-hour contracts will be regulated more strictly to prevent exploitation. Instead of employers being able to offer jobs with no guaranteed hours, they will have to:

Guarantee a certain number of hours per week or month.
Provide reasonable notice of shift times.
Pay compensation to employees if shifts are canceled at the last minute.

Fire & rehire crackdown

Employers will no longer be able to use ‘fire and rehire’ tactics to ‘force’ employees to accept new terms and conditions.

Unfair dismissal

Employees will have the right to challenge an unfair dismissal from their first day of employment. Previously, there was a period of employment (usually 2 years) during which employees had limited protection against unfair dismissal. Under the new law, employees will have the right to challenge an unfair dismissal from the start of their employment.

Redundancy consultation

Employers will be required to consult with employees and their representatives more extensively before making mass redundancies. Previously, employers were only required to consult with employees if they were making 20 or more redundancies at a single establishment. Under the new law, employers will be required to consult with employees across the entire workforce, even if the redundancies are spread out across different locations.

Closing the maritime redundancy loophole

Maritime companies will no longer be able to avoid the requirement to consult with employees and their representatives before making mass redundancies. Previously, there was a loophole that allowed some maritime companies to avoid the collective redundancy notification requirement if their ships were registered outside of the UK. Under the new law, this loophole will be closed, meaning that all maritime companies providing regular services from the UK will be required to comply with the collective redundancy notification requirement.

Paternity and Unpaid Parental Leave – Waiting Periods Removed

New parents will be able to take paternity leave and unpaid parental leave from their first day of employment. Previously, there was a waiting period before new parents could take these types of leave. This change will provide new parents with more flexibility and support during the early days of parenthood.

Flexible Parental Leave

Parents will have the option to take paternity leave and pay after they have taken shared parental leave and pay. Previously, paternity leave had to be taken before or during shared parental leave. This change will provide parents with more flexibility in how they arrange their time off to care for their new child.

Right to Unpaid Bereavement Leave

This means that employees will have the right to take time off work unpaid (this could be paid at the employer’s discretion) to grieve the loss of a loved one. Previously, there was no specific legal right to bereavement leave.

Pregnancy Protection Extended

New protections are being introduced to prevent the dismissal of a woman who is pregnant and for six months after her return to work.

Flexible Working

Employers will no longer be able to simply reject flexible working requests without providing a valid reason. Previously, employers could reject flexible working requests without giving a reason. This could make it difficult for employees to negotiate flexible working arrangements. Under the new law, employers will be required to explain the grounds on which they have denied a flexible working request. This will make it easier for employees to understand why their request was rejected and to discuss the matter further with their employer.

Prioritising fairness, equality and wellbeing of workers

Employers will be legally obligated to do everything they can to prevent sexual harassment from happening in the workplace.

Conclusion

The Employment Rights Bill, with its proposed changes, is poised to significantly reshape the UK’s employment landscape. While the bill aims to enhance worker protections and rights, it presents a complex challenge for employers.

Businesses must now navigate a more intricate regulatory environment. This includes adapting to new requirements for flexible working, scrutinising recruitment practices, and ensuring compliance with stricter regulations on discrimination and harassment.

To navigate this evolving regulatory landscape, employers should proactively review their HR policies and procedures, invest in employee training, and consider consulting with employment law experts. By staying informed and taking a proactive approach, businesses can mitigate risks, foster a positive workplace culture, and secure a sustainable future in the UK labor market.

What’s changing?

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