How much time and money do you spend on learning and development? How much value do you put on supporting the personal and professional growth of your team?

It’s time to review what developmental activities can do, not only for your people but also for the organisation.

The obvious reason to offer training to your team is to build their skill levels and enable them to undertake their daily duties more competently. Technical training starts from the very second employees join the organisation and we often underestimate the value a thorough induction can add. 

Try not to overload your new starter and always remember that everyone learns at a different pace and in different ways. Educate yourself and your more senior team members on different teaching methods and regularly check in with your new recruit.

This also goes for other technical training that may lead to tickets or qualifications. Don’t assume that everyone is happy and able to sit in a classroom or learn a new skill that’s alien to them. Continuous evaluation and assessment of the process is important.

This is an often overlooked area of professional development, and yet so important when trying to improve the way you work.

Project management, leadership, ISO, the list goes on. Identify what areas will bring the most benefits to the individual and the organisation. Soft skill training shouldn’t be prescribed – it should be agreed upon!

Your team will also benefit from personal skill development, which they are then able to apply at work. Don’t dismiss calls for further education, or additional qualifications in seemingly unrelated areas. Have someone who wants to attend a counselling course? Maybe they can be your new mental health first aider! Someone wants to diversify their career focus? That doesn’t mean they will neglect their day-job or leave. It’s likely they will show appreciation for being supported on a more personal level, which will reflect in their engagement and commitment.

SSG offer a variety of learning and development opportunities you may want to consider for your team. Please contact our customer service team or your consultant for recommendations.

The importance of development

May is mental health awareness month but despite having a better understanding of the dangers of stress in the workplace, we as a nation are still very much affected by stress.

And there is still a misconception of how to identify and deal with stressors at work, with now 78% of workers reporting they would happily throw in the towel if they were exposed to high levels of stress: 

So, considering the impact high employee turnover has on any organisation and its employees, it is more important than ever to have open conversations around stress prevention and take appropriate steps to ensure all team members feel fulfilled, challenged but not pressured to a point of exhaustion.

Discuss with your team what the difference is between stress and pressure. Change the language you use! Being under pressure is not a bad thing and completely normal. It can challenge us in a positive way and make us perform better and lead to better results.

Stress is the negative emotion we feel when pressure is not controlled. The best analogy for this is the Mental Health First Aid England stress container:

Consider sharing this with your team and discussing how we can all take better care of our mental wellbeing and ensure we have a ‘pressure release’ in place.

Rather than having general conversations around how stressful things may be in general, ask your team to be specific and help you risk assess tasks, processes and the working environment. The HSE stress management standard can provide you with the right tools for this process – or simply ask your SSG H&S Consultant!

Don’t forget to keep checking in. Don’t be afraid to mention ‘the S-word’. It’s normal to experience stress and it shouldn’t be taboo to talk about it. Employers are often afraid to open the floodgates by asking. But in this case no news is not good news.

Stress v pressure – the latest figures

Claimant was required to work 11-hour days without access to frequent toilet breaks, despite transport firm agreeing to make reasonable adjustments.

 has ruled that a bus driver with Crohn's disease soiled himself while working because he had to work 11-hour shifts and was denied frequent access to breaks.

His employer, Midland Red South, failed to make reasonable adjustments to the claimant’s shifts, despite an occupational health report from 2016 making clear recommendations about his working requirements. 

The claimant said he suffered a “huge amount of humiliation” following the events.

The judge agreed to withhold the claimant’s name because of the sensitive details discussed in the tribunal. The claimant was awarded almost £29,000 for injury to feelings.

The claimant had worked as a bus driver at the firm for more than 30 years at the Nuneaton depot. He experiences Crohn's disease and in 2016 attended an occupational health meeting to assess his condition. It determined he had a substantial health issue and a report stated that it was a serious condition.

The occupational health report made three recommendations: that he should have a predictable work pattern with an opportunity to have meals three times a day and an opportunity to take his tablets at the same time, regular toilet breaks, and to not work shifts of more than eight hours.

A break in routine could result in a flare-up of his condition, the report said, resulting in an “unpredictable and urgent need” to go to the toilet.

Following the recommendations, his employer agreed to grant him a fixed working pattern. It said every effort would be made not to change the pattern. However, in cases where it was changed, it said it would ensure that his start, finish and break times would be kept regular.

On 22 February, a meeting was held in which suitable shifts were agreed for the claimant and he was told that appropriate shifts would be implemented “within a couple of weeks”.

However, intermittently between April and June 2022, the claimant was asked to work multiple shifts that were longer than the agreed eight hours, with some lasting up to 11 hours. The claimant in some cases asked to work different shifts, but these requests were declined as he was told that it had to be “fair to other drivers” in its allocation of shifts.

From June, he was then asked to work inappropriate shifts of 11 hours again. He raised a grievance on 4 June but did not receive a response until 5 July.

He received the grievance outcome on 2 August, which determined he had been allocated unsuitable shifts and was instead offered shifts that met his requirements. However, these shifts were not implemented until mid-August.

Consequently, the tribunal determined: “We find that the claimant did soil himself as a result of his working unsuitable shifts. The claimant gave evidence to this effect, stating that he had ‘shit himself’ and that his attempts to work the unsuitable shifts resulted in him soiling himself.”

However, his employer denied that he ever soiled himself and its witnesses claimed that no incident of this nature was ever raised with them by the claimant.

The tribunal sided with the claimant on this matter, accepting his claims that “he found it difficult and embarrassing to discuss his condition”, and the tribunal said “it is therefore unsurprising that he chose not to raise these incidents with his supervisor”.

Additionally, the claimant said he found the process of having to continually ask for adjustments “exasperating” and that he felt a “huge amount of humiliation” at having to repeatedly make requests.

Employment judge Routley acknowledged that Midland Red South did not act out of malice, but that it had that “prohibited effect”.

“We have considered the circumstances of the case, in that the unwanted conduct occurred against a backdrop of repeated and ongoing requests by the claimant to have his reasonable adjustments implemented, dating back a number of years.”

They said the claimant was dealing with a “chronic and unpleasant condition that took a considerable amount of effort to manage, and the impact this had on his mental wellbeing”.

“We appreciate that the claimant’s requirements for staff can change and that it needs to be able to operate its business with some degree of flexibility. However, we find that in the event that the respondent needed to change the claimant’s shifts, he should have been assigned an alternative shift that met the three criteria [of the occupational health report],” said Routley.

“This would have alleviated the disadvantage suffered by the claimant, in that he would not then have soiled himself at work.”

They also noted that, as only 10 drivers at the depot required adjustments, management could have taken responsibility for ensuring that the shifts allocated to these 10 drivers met their requirements. 

Consequently, he was awarded £25,000 for injury to feelings, plus £3,819.18 interest.

Bus driver with Crohn’s disease who soiled himself because company failed to maintain regular shifts awarded £29k

Did you know that only 17% of ex-offenders get a job within the first year following their release?

And yet, 86% of employers report that the ex-offenders they employed brought positive results in their jobs.

Employing ex-offenders can not only give an individual with potential a much needed break and second chance, but it can also benefit workplaces. It adds diversity, broadens horizons and can add skills that may have been overlooked.

Playing your part in rehabilitating members of your community also sends a message of inclusivity to your team members and can positively contribute towards your vision and values.

And don’t forget: not to discriminate against individuals with spent convictions is the law!

So, what are your legal and ethical responsibilities when it comes to employing ex-offenders?

Only ask for information you have to ask for 

If you work with or if your employees are in unsupervised contact with vulnerable adults or children, you have a legal obligation to check for criminal records. Some offences will put a ban on individuals to work in certain professions and/or geographical areas, so you need to identify this at interview stage.

Mentioning in your job advert that an enhanced DBS check will be undertaken is a good idea, to avoid awkward conversations at a later point.

If the individual is required to travel, work night shifts, or partake in any other work that may not be covered in their job description, you must inform them at the earliest opportunity during the recruitment process. Some of their conditions may put a stop to you being able to employ them.

Most of us will evaluate the crime that has been committed and judge an individual based on the nature of it. Don’t forget that it is not your place to ‘rate’ the severity of the crime and discriminate against those who have committed an offence that you personally can’t relate to or would describe as unforgivable.

The judiciary system will have made a well-balanced decision on the person’s punishment – and employers mustn’t put themselves above the law.

Ex-offenders are entitled to confidentiality as much as the rest of your workforce. Do not disclose any details of their past to your team without their consent!

Regular check-ins are important, particularly with team members who may be at risk of addiction or substance abuse. Showing them that you are there if they need support and giving positive feedback where it’s due, is important to show that they can re-integrate. Consider assigning workplace mentors or champions who can help on a day-to-day basis.

Employing ex-offenders can not only give an individual with potential a much needed break and second chance, but it can also benefit workplaces. 

Hiring ex-offenders

Frequently in the media there are stories of employees who have been disciplined for expressing an opinion on social media outside of working hours. 

But what action can an employer reasonably take when an employee expresses a personal belief in their own time. This is a grey area for the employee and employer. It is difficult to know when an employee’s view which is expressed on social media (and often to a limited number of followers / friends) can reasonably be seen as impacting upon the employer or colleagues. Often it is the colleague who, upon seeing the post, will make a complaint to their manager.  

There is some case law to guide us in this area including Forstater vs CDG Europe (2021) which found employers must respect their employees’ rights to freedom of expression in their own time.

However, there are some extreme positions which do fall outside this right such a right including racial hatred (e.g. Nazism) or incitement of violence and hatred. Employers should avoid taking disciplinary action against an employee who express opinions that do not fall into these more extreme categories even they (or their employees) disagree with it. 

Employers can take action when the opinion:

A distinction to note is that just because a colleague is offended by a view, it does not mean they are being harassed. 

Frequently in the media there are stories of employees who have been disciplined for expressing an opinion on social media outside of working hours.

Managing philosophical beliefs investigations

In a heartfelt display of solidarity and commitment to supporting veterans experiencing homelessness, four members of our team participated for the third consecutive year in 

The Great Tommy Sleep Out, is a fundraising challenge that aims to raise awareness and essential funds in support of the estimated 6,000 veterans currently experiencing homelessness across the UK. Embracing the cause with empathy and determination, our team joined forces to make a meaningful difference in the lives of those who have served their country.

Led by Miles, the team including Andy, Barry and Nobby, embraced this challenge with a shared sense of purpose. Through their participation, they aimed not only to raise funds but also to shed light on the increasing struggles young veterans face when accessing social housing and securing employment.

The Sleep Out took place on Thursday 21st March in the company’s car park. While wrapped in their sleeping bags, our members experienced a brief insight into homeless veterans’ realities.

"The Great Tommy Sleep Out was a reminder of the sacrifices made by our veterans and the urgent need to address the issue of homelessness within this community

The rest of the team extends their gratitude to all supporters and participants who contributed to the success of the fundraising campaign, with an estimated £600 raised so far.

Four members of our team participated in a heartfelt display of solidarity and commitment.

SSG staff showcase solidarity in Great Tommy Sleep Out fundraiser

Successful organisations depend on their workforce being engaged and motivated to deliver high performance levels. A key mechanism for unlocking this is through recognising and appreciating individuals within the team. Each employee will prefer a different form of recognition so understanding what an individual responds to best is essential.  

Most people like to be praised so it is important to recognise high quality work with the team. The praise can be via a newsletter, all employee emails, a team meeting / all employee meeting or on a work WhatsApp group. The recognition and gratitude can be shared with external parties using your social media platforms. Many employees value recognition from colleagues as well as from their senior management so it helps to create a culture and provide tools that enable peer-to-peer recognition too.

Actively seek out employee ideas, suggestions and feedback. Show that their voices are being heard by acting on them. Publicise your action through newsletters, “you said, we did” noticeboards, all staff emails and at team meetings. Consider holding round table meetings with a cross-section of team members or conduct employee surveys. These steps will show you are listening, and by acting on the feedback you can improve your organisation overall.

Research tells us that 92% of UK employees want their employer to provide training opportunities and a route for career progression. Although the initial response might be to send team members on relevant external courses do not forget the value of internal training especially cross team training that enables employees to learn from each other.

Recognising an employee’s commitment to your organisation by celebrating their work anniversary is often a quick and easy way to make an individual feel valued. You can recognise anniversaries in newsletters, team meetings and all employee emails. You can also add a financial element by giving a voucher or gift at bigger milestones such as 5 or 10 years of service.

Granting team members extra time off is a strong way to demonstrate appreciation and make individuals feel valued. Additional leave for long service or granting the days between Christmas and New Year each year as paid leave are options to consider. Other options can include half-day Fridays each August and paid sabbaticals.

Organising events for your employees to enjoy is another way to show appreciation. Events can help the wider team to strengthen their relationships and boost overall contentment in the workplace.

Events can range from team lunches, a weekend walk, dragon boat racing or a trip to the races. All of which can happen alongside the annual Christmas party.

Successful organisations depend on their workforce being engaged and motivated to deliver high performance levels. 

How to make employees feel valued

On 6th April 2024, Carer’s Leave will come into effect and the law on flexible working requests will be changing. 

Here is what you need to know about this legislation.

This is a new right that applies to all employees who have a dependant with a long-term care need. The right is for one week of unpaid carer’s leave per year. It will be a day one right and no evidence is needed to request the leave.

The leave may be taken as half days, whole days or as a block of one week. 

The notice required to take the leave is as follows:

This new right will be applicable to two million UK employees who currently “provide” or “arrange care.” 

The aim of the legislation is to make it easier for people who support dependants.  

It is hoped that the right will help employers through a reduction in labour turnover and the associated costs.

The right to request flexible working will become a day one right with effect from 6th April 2024. 

Employees will be able to make two requests per year. The employee will not be required to make suggestions to their employer on how their request might be accommodated.

The timescale for considering a request for flexible working (including holding all meetings and dealing with any appeal) will reduce from three to two months.

Employees must still put their requests in writing (i.e. by email, letter or on a request form) and clarify that they are making a “statutory request” for flexible working. 

Employers still have the right to decline a request but they must have a statutory reason for doing so. 

Employees can use the right to request flexible working to ask to work from home either permanently or on a hybrid basis. 

You SSG Consultant will be in contact with you over the next few weeks to provide you with copies of the policy templates you need to remain compliant with the new and amended legislation.

If you have any questions about the legislation please contact Manuela or Gavin.

New legislation on 6th April 2024 - What you need to know

Both a tribunal and a subsequent appeal have found in favour of an employee whose employer’s failure to grant a trial period in an alternative role, before proceeding to a capability dismissal, amounted to a failure to fulfil their duty to provide a reasonable adjustment.

In the case, the claimant Mr Miller was a field-based pest controller with Rentokil. 40% of his role required him to work at heights. However, this no longer become possible after he was diagnosed with multiple sclerosis.

Rentokil did look for alternative roles for Mr Miller and he was interviewed for a service administrator role. The selection process included both maths and English assessments. However, he was found to have “irrelevant skills and experience for the role” and he was not offered the post. Rentokil did not consider offering the position on a trial basis or provide retraining.  

Mr Miller was subsequently dismissed through a capability process after the company decided no further reasonable adjustment could enable him to continue in his existing role.

At tribunal, the judge referred to the EHRC (

transferring a disabled worker to fill an existing vacancy is a step which it might be reasonable for employers to have to take as a reasonable adjustment.

The tribunal found that the failure to trial the employee in the role was a failure to undertake a reasonable adjustment and amounted to disability discrimination.

The tribunal found that Mr Miller would have had a level of knowledge that would have been helpful to someone in the post of service administrator. This was because the post provided direct support to the role Mr Miller had been undertaking for 2.5 years.

The case is an interesting reminder for employers that the duty to consider reasonable adjustments goes wider than looking at changes to an employee’s contractual role and includes a requirement to offer trials in alternative roles.

Both a tribunal and a subsequent appeal have found in favour of an employee whose employer’s failure to grant a trial period in an alternative role.

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