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Understanding the complexities of annual leave and long-term sickness absence

The interplay between annual leave and long-term sickness absence can be a complex issue for employers. While employees generally have the right to take annual leave, the circumstances surrounding long-term sickness can introduce additional considerations. Generally, employees cannot take annual leave while on long-term sick leave. This is because annual leave is intended for rest and relaxation, while long-term sick leave is for recovery from illness or injury.

Scenarios where employees might attempt to take annual leave during sickness absence:

  • Short-term recovery: An employee may experience a period of improvement in their condition and believe they are well enough to take annual leave.
  • Medical advice: A healthcare professional may advise the employee to take a break from work, which the employee may interpret as annual leave.
  • Avoiding return to work: In some cases, an employee may attempt to use annual leave to delay their return to work after a long-term absence.

Key considerations for employers:

  • Company policy: Refer to your company’s policies on annual leave and sickness absence. These policies should outline the procedures for requesting and approving leave, as well as any specific guidelines for employees on long-term sickness (we can help with this! Supportis draft bespoke HR policies for UK businesses from all sectors and sizes)
  • Medical certification: Always require medical certification to support any request for annual leave during sickness absence. This helps to ensure that the employee is genuinely fit to take time off.
  • Employee’s condition: Assess the employee’s condition and the nature of their illness. If the employee’s condition is such that they are unable to perform their duties, it may be inappropriate to grant annual leave.
  • Legal requirements: Be aware of the legal requirements surrounding annual leave and sickness absence. For example, under UK employment law, employees generally have the right to take annual leave, but this right can be subject to certain conditions, such as the employee’s ability to take leave without causing undue disruption to the business.

Tips for managing long-term sickness periods:

  • Communicate regularly: Maintain open and regular communication with the employee throughout their absence. This can help to build trust and understanding.
  • Provide support: Offer support and assistance to the employee, such as access to occupational health services or flexible working arrangements.
  • Consider phased return: If appropriate, consider a phased return to work to help the employee gradually reintegrate into the workplace.
  • Review the employee’s role: Assess whether the employee’s role is still suitable for them given their health condition. If necessary, consider making adjustments to their duties or working arrangements.

By carefully considering these factors and following your company’s policies, employers can effectively manage situations involving annual leave and long-term sickness absence, ensuring fairness and compliance with employment law.

Need advice? We offer completely free, no obligation trial advice on managing annual leave and long-term sickness absence, please contact us on the details below. Each situation is evaluated on a case-by-case basis to ensure compliance with employment law and the best interests of both the employee and the company.

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.

Generation Z, born between the late 1990s and early 2010s, is rapidly entering the workforce, bringing with them unique perspectives and expectations. However, their differences in attitude, work-life balance demands, and financial priorities can sometimes create challenges for employers.

A recent study by HR technology provider HiBob found that managers are struggling to manage Gen Z employees due to their attitudes towards authority (41%), emotional intelligence (38%), and professionalism (34%). While these differences can be perceived as problematic, it’s important to recognise that they also bring valuable qualities to the workplace, such as creativity and adaptability.

An example of how adopting Gen Z ideas and phraseology can benefit your business is the recent online trend for ‘letting Gen Z write our marketing script’ – Gen Z phrases have become increasingly popular in UK marketing videos due to their relatability and ability to connect with younger audiences. By incorporating these phrases into their content, businesses can create a more authentic and engaging experience that resonates with Gen Z consumers. This can help to build brand loyalty and increase sales.

However, one of the biggest challenges posed by Gen Z is their focus on work-life balance and financial security. In fact, 62% of managers surveyed identified work-life balance demands as a major challenge, while 58% cited pay and 44% mentioned benefits expectations.

To effectively manage Gen Z employees, it’s essential to create a supportive and inclusive work environment. This includes providing clear expectations, offering opportunities for professional development, and fostering open communication. Additionally, it’s crucial to recognise the importance of HR in addressing the challenges and opportunities presented by this generation. Tips for ‘bridging the gap’ include:

1. Embrace Technology:

  • Learn new tools: Stay updated on the latest technology and social media platforms that Gen Z are comfortable using.
  • Utilise digital communication: Use tools like Slack, Teams, or email for efficient and timely communication.

2. Foster Open Communication:

  • Create a safe space: Encourage open dialogue and create a safe environment where employees feel comfortable expressing their opinions and ideas.
  • Active listening: Practice active listening to understand Gen Z employees’ perspectives and concerns.

3. Offer Flexibility:

  • Accommodate preferences: Be open to flexible working arrangements, such as remote work or flexible hours, to meet Gen Z’s desire for work-life balance.
  • Provide autonomy: Empower Gen Z employees by giving them autonomy and responsibility in their work.

4. Focus on Development:

  • Invest in training: Provide opportunities for professional development to help Gen Z employees grow and advance in their careers.
  • Mentorship programs: Pair Gen Z employees with experienced mentors to offer guidance and support.

5. Recognize and Reward:

  • Tailored recognition: Offer recognition that aligns with Gen Z’s values and preferences, such as public praise or flexible benefits.
  • Regular feedback: Provide regular feedback and performance reviews to help Gen Z employees understand their progress and areas for improvement.

6. Embrace Diversity and Inclusion:

  • Create an inclusive culture: Foster a workplace where everyone feels valued and respected, regardless of age, background, or perspective.
  • Celebrate differences: Recognise and appreciate the unique contributions that each generation brings to the workplace.

By implementing these tips, managers can build stronger relationships with Gen Z employees and create a more productive and harmonious workplace.

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.

How to elevate your employer brand with attractive job adverts

In HR, the importance of crafting a compelling job advert is often overlooked. While many organisations focus on attracting top talent, retaining them is equally crucial. A well-written job advert can not only draw in qualified candidates, but also set the stage for a positive and enduring employee experience.

A recent study by Rippl has revealed that nearly half of UK employers advertise basic statutory benefits like annual leave, sick pay, and pensions as perks in their job postings, despite these being legal requirements, potentially off-putting to prospective new starters. While offering statutory requirements like annual leave and sick pay is essential, it’s not enough to attract and retain top talent in today’s competitive job market.

While providing additional benefits can improve employee satisfaction and retention, smaller businesses in particular may face financial constraints that limit their ability to offer more generous benefits packages. To attract top talent, UK employers should write clear job descriptions, highlight genuinely competitive salaries and benefits, showcase company culture, emphasise career growth opportunities, and include employee testimonials.

Here are some more affordable staff benefits that UK employers could consider offering to improve employee satisfaction and loyalty:

Flexible Working Arrangements

  • Remote work: Allowing employees to work from home can improve work-life balance, reduce commuting costs, and increase productivity.
  • Flexible hours: Offering flexible start and finish times can accommodate employees with childcare or other commitments.
  • Compressed workweek: Allowing employees to work longer hours in fewer days can provide them with additional time off.

Health and Wellness Benefits

  • Mental health support: Providing access to mental health resources, such as counselling or therapy, can help employees cope with stress and improve their overall wellbeing.
  • Employee Assistance Programs (EAPs): EAPs offer confidential support for a variety of issues, including personal problems, financial difficulties, and work-related stress.
  • Health and wellness workshops: Offering workshops on topics such as nutrition, exercise, and stress management can promote healthy habits among employees.

Professional Development Opportunities

  • Training and development schemes: Investing in employee training can help them develop new skills and advance their careers.
  • Tuition reimbursement: Offering to reimburse employees for tuition costs related to their jobs can demonstrate your commitment to their professional growth.
  • Mentorship schemes: Pairing employees with experienced mentors can provide guidance, support, and networking opportunities.

Social and Recognition Benefits

  • Team-building activities: Organising team-building events can foster a sense of camaraderie and improve employee morale.
  • Employee recognition schemes: Recognising and rewarding employees for their hard work and achievements can boost morale and encourage high performance.
  • Employee discounts: Offering discounts on products or services can provide employees with tangible benefits and show your appreciation.

These benefits are appreciated by employees because they demonstrate that employers care about their wellbeing and career development. By offering affordable benefits that meet the needs of your workforce, you can create a positive and supportive work environment that will help you attract and retain top talent.

Remember: A strong benefits package is not just about attracting new talent; it’s also about retaining your existing employees. By investing in your employees’ wellbeing and career development, you can create a thriving company culture that will benefit your business for years to come.

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.

Government to Repeal Strikes (Minimum Service Levels) Act

The UK Government has announced its plans to repeal the Strikes (Minimum Service Levels) Act 2023. This controversial law, which set minimum staffing levels during strikes in key public services, has been criticised for restricting workers’ rights and failing to resolve industrial disputes.

The government argues that the Act has not been effective in preventing strikes or ensuring the delivery of essential services. Instead, it has created tension and undermined good industrial relations.

The repeal of the Act will be achieved through the Employment Rights Bill, which is expected to be introduced to Parliament within the next three months.

Business Secretary Jonathan Reynolds emphasised that the government aims to reset industrial relations by focusing on negotiation and bargaining. He stated, “By removing minimum service levels, we will reset industrial relations, so they are based on good faith negotiation and bargaining, ending the chaos and restoring trust in public services.”

The government has also written to metro mayors across the country to encourage local employers to engage in constructive dialogue with employees and their representatives.

Lessons for UK Employers

This decision by the government provides a valuable opportunity for UK employers to re-evaluate their approach to industrial relations. Key takeaways for employers include:

  • Prioritise negotiation: Employers should focus on open and honest dialogue with employees and their representatives to resolve disputes.
  • Avoid confrontational tactics: Using tactics like minimum service levels can escalate tensions and damage relationships.
  • Respect workers’ rights: Employers should ensure that they are complying with all relevant employment laws and respecting workers’ rights.
  • Build trust: Fostering a positive and collaborative workplace culture is essential for maintaining good industrial relations.

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.

Breaking wind at younger colleague ruled as age discrimination

A manager at Birmingham City Council has been found guilty of age discrimination after breaking wind on a younger colleague and making threats of violence. Lee Marsh, in his late fifties, was said to have found it “amusing” to break wind on a younger colleague, employed as a caretaker, eating his lunch.

An employment tribunal heard that after the incident, Marsh told the younger worker, who was in his mid-30s, “I can get rid of you like I have the others in the past.” The younger worker eventually went on sick leave before resigning in October 2022, after being summoned to a disciplinary hearing, which he could not attend due to ill health.

The judge at a tribunal in Birmingham ruled that the incident legally qualified as age discrimination because the older manager harboured animosity towards his “ambitious” colleague. However, the younger man will not be awarded damages on that issue because the claim was brought too late.

In its report, the tribunal said that Marsh had also made other age-discriminatory comments and threats towards the younger man, including telling him “not to mess with him because he snaps, and he hits very hard.”

What can employers learn from this case?

This case highlights the importance of creating a respectful and inclusive workplace environment. Employers should:

  • Take bullying and harassment seriously: Any form of bullying or harassment, including age discrimination, should be investigated promptly and addressed with appropriate disciplinary action.
  • Promote a culture of respect: Foster a workplace culture that values diversity and respects all employees, regardless of their age.
  • Provide training: Train employees on workplace harassment policies and procedures, and ensure that all employees are aware of their rights and responsibilities.

By taking these steps, employers can help to prevent discrimination and create a positive work environment for all employees.

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 Guidance Protects Employees from Unfair Contract Changes

The Department for Business and Trade (DBT) has released a new Code on good practice for employers in England, Scotland, and Wales. This code, available on GOV.UK, outlines employers’ responsibilities when considering changes to employee contracts.

The key goal of the Code is to ensure fair treatment of employees and minimise disputes. It emphasises avoiding dismissal and re-engagement (fire and re-hire) as tactics, encouraging employers to explore alternative solutions first.

The Code encourages employers to:

  • Seek alternatives to dismissal: Employers should prioritise finding solutions that don’t involve dismissal, where possible.
  • Engage in meaningful consultation: Employers should have open discussions with employees or their representatives to reach mutually agreeable solutions.
  • Avoid premature threats: The Code discourages employers from raising the possibility of dismissal too early or threatening it without genuine cause.

The DBT highlights the potential downsides of fire and re-hire practices, including:

  • Legal risks: Employees may challenge the practice in an employment tribunal.
  • Reputational damage: This tactic can hurt the employer’s image.
  • Employee harm: Firing and re-hiring can negatively impact employees’ morale and wellbeing.
  • Strained relationships: This practice can damage trust and lead to conflict within the company.

By following this new Code, employers can ensure they are acting fairly and legally while protecting their relationships with their employees.

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.

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