Becoming a parent, and taking associated leave from work, can be a challenging time for some employees – both personal and professionally. Whether they are becoming a parent for the same time or not, employees have to navigate a range of emotions and practical challenges as they go through this major life transition.  Family leave coaching […]

We’ve been asked a lot about supporting in-house HR and Learning teams with our Hybrid Work Masterclasses. Now we’re offering the fully evidence-based course as an adaptable off-the-shelf package for in-house HR and learning and development teams. The course covers some of the key challenges that managers will face when it comes to managing hybrid

The four-day working week is attracting increasing interest all over the world. Trials are taking place, political parties are including it in their manifestos, and employees are asking their employers for it.  The concept of the four-day week, however, is nothing new. It has been around for decades, in various forms and undertaken to varying levels of success.

The UK government has recently announced forthcoming legislative changes to current flexible working legislation.   Among these changes, one of the most significant is the provision that flexible working will be available from the first day of employment, replacing the existing requirement of 26 weeks of service. It is also proposed that employees will be able

Wellbeing champions are employees who volunteer to support the wellbeing of their fellow colleagues, supporting organisational wellbeing initiatives and helping to share health and wellbeing messages.  Creating a wellbeing champion network can be a powerful way to promote and raise awareness about wellbeing in the workplace.  Finding willing champions can be the easy part – but

A major trial into the potential of the four-day working week has begun here in the UK.  Under this approach, employees work for four days (or 80% of their normal working week) but are required to maintain the same productivity that they previously achieved whilst working full time.   The four-day week is based on the assumption

The desire for hybrid work arose while many of us were working from home.  Our approaches, policies and principles were devised there too.  Design took place in the abstract.  The return to offices was gradual, and has once again been disrupted.  Few really got going with their hybrid experiments, and we may need to wait

Personal effectiveness when hybrid working  Most of us are very familiar with the office environment.  It was, until the global pandemic, the default working space.  We rapidly became used to remote working, but now hybrid is the new kid in town.  This involves thinking differently about what work we do, and where we do it. 

It is now fairly well established that many employees want a more hybrid or blended approach to work in the future, with some time spent in the office and the remainder at home.  This will of course mean different things to different organisations and individuals.  There is no one single way to ‘do’ hybrid.  Even

The global pandemic has necessitated a period of enforced and long-term homeworking for many of the UK’s workers.  In late 2019 around 7% of the population regularly worked from home; by the end of April 2020 Covid-19 had increased this to just under half of the workforce.  This has led to many organisations considering their position