by Emma | Jun 9, 2025 | Newsletter
The summer holidays present one of HR’s biggest annual headaches. Come May, your inbox fills with leave requests for the exact same fortnight in July, and suddenly you’re playing referee between colleagues who’ve all booked the same villa in Spain. Sound familiar? You’re not alone, nearly every UK business faces this seasonal staffing nightmare.
Why Summer Creates Chaos
Let’s face it, everyone wants those prime summer weeks. Parents are tied to school holidays, while other employees fancy guaranteed sunshine, and those precious weeks in July and August become the most contested dates in your annual leave calendar. Meanwhile, you’re left trying to keep the lights on with a skeleton crew during what might be your busiest trading period.
The mistake most businesses make is being reactive rather than proactive. If you’re reading this in June with your inbox already bursting with clashing requests, don’t panic, there’s still time to implement damage control.
Immediate Action Plan
Whether you’re planning for next year or dealing with this summer’s chaos, here’s your strategy:
For This Summer: If you’re dealing with immediate requests, set an urgent deadline (give people one week to get their requests in). Explain that you’re implementing a fair system retrospectively and all requests received by [date] will be considered together.
For Next Year: Establish a cut-off date for summer leave requests (we recommend end of February). This gives everyone fair warning and prevents last-minute panic requests.
First Come, First Served: Process requests in order of submission, not based on who shouts loudest or has the best sob story about their deposit in Majorca.
Implement a Rotation System: Keep records of who got prime dates last year. If Sarah bagged the first two weeks of August in 2024, perhaps it’s time for someone else to have a turn.
Set Capacity Limits: Decide maximum numbers for each department during peak periods. If you need at least three people in accounts, don’t approve four leave requests for the same week.
Use Technology to Your Advantage
Manual systems create more problems than they solve. HR Chest’s annual leave calendar transforms chaos into clarity by:
- Showing real-time team availability so employees can see potential clashes before submitting requests
- Automatically calculating remaining entitlement using their leave calculator
- Creating an audit trail for all decisions (essential when disputes arise)
- Enabling managers to approve or decline requests based on live staffing data
This transparency prevents the “it’s not fair” conversations and reduces your administrative burden significantly.
Practical Communication Strategies
Be Brutally Honest: Tell your team exactly how the system works. Publish your approval criteria and stick to them religiously.
Use Visual Aids: Display team calendars (with permission) so everyone can see the bigger picture. Often, employees will voluntarily adjust their plans when they understand the impact.
Offer Alternatives: “I can’t approve your first choice, but how about these dates instead?” Come prepared with solutions, not just rejections.
Set Expectations Early: In January’s team meeting, remind everyone about the process and emphasise that flexibility will be rewarded.
Keeping Operations Running
Cross-Train Your Team: Ensure multiple people can cover essential functions. That way, you’re not held hostage by one person’s indispensability.
Consider Temporary Staff: Budget for temps during peak leave periods, especially for customer-facing roles.
Adjust Service Levels: Sometimes you need to reduce opening hours or pause non-essential projects during heavy leave periods. Plan these changes in advance and communicate them to customers.
Reward Flexibility: Publicly acknowledge team members who take leave during off-peak times or adjust their plans to help the team. Consider incentives like extra days off or preferred parking spaces.
Remember, if you’re implementing these changes mid-crisis, communicate clearly with your team about the new approach. Explain that you’re putting fairer systems in place and that while this summer might require some compromise, next year will run much more smoothly.
Summer leave management doesn’t have to be a battlefield. With planning (even if it’s reactive planning!), clear systems and honest communication, you can transform this annual headache into a manageable process that keeps everyone reasonably happy and your business running smoothly.
by Emma | Jun 9, 2025 | Newsletter
With Father’s Day just around the corner on 15th June, many of us will be picking out cards, organising gifts, or planning a Sunday roast. But beyond the celebration itself, it’s also an opportunity to pause and consider how we’re supporting dads, not just at home, but at work.
The reality is that while maternity leave and support for new mums have rightly been championed over the years, support for fathers often falls into the background. That doesn’t mean the legislation isn’t there, it is, but it’s often misunderstood, under-communicated, or inconsistently applied in smaller businesses.
So, here’s a gentle reminder: if you employ working dads, partners, or co-parents, now’s a good time to make sure your workplace is up to date, not just with the law, but with the kind of culture that genuinely values balance and family life.
What Working Dads Are Entitled To
Most people know about Statutory Paternity Leave, up to two weeks off for new dads or partners following the birth or adoption of a child. But that’s just one piece of the puzzle. Today’s dads are more involved than ever, and employment law has (slowly) begun to reflect that shift.
There’s also Shared Parental Leave, which allows eligible parents to divide up to 50 weeks of leave and 37 weeks of pay between them in the first year. This option gives families the flexibility to share childcare more equally, but it only works well if employers communicate it clearly and make it feel accessible, not daunting.
Don’t forget unpaid parental leave, either. Each parent is entitled to 18 weeks per child, which can be used up to their 18th birthday. It’s a lifeline for parents managing school holidays, settling children into nursery, or caring for a child who’s unwell.
The most quietly significant change of recent years is the right to request flexible working from day one. This isn’t just a tick-box HR process, it’s a way for dads (and all parents) to better balance work with family life, whether that means adjusting hours, working from home, or compressing the week.
And for those navigating more difficult beginnings, Neonatal Care Leave, up to 12 weeks of paid leave, is available if their baby requires hospital care shortly after birth. It’s a vital, compassionate policy that few talk about, but many need.
A Culture That Includes Fathers
Legislation is one thing. Culture is another. Creating a supportive environment means more than just updating your staff handbook. It’s about giving people the confidence to ask for what they’re entitled to without fear of being judged, side-lined, or seen as “less committed.”
Too often, dads don’t feel comfortable taking their full paternity leave, let alone requesting flexible working. They might worry how it’ll be perceived, or whether it’ll affect their progression. As employers, we have the power to change that by being proactive, fair, and open in the way we approach family life at work.
A Timely Check-In
So, here’s my Father’s Day prompt: when was the last time you reviewed your policies for working dads? Are your team members aware of what they’re entitled to? Do your managers feel equipped to support parental leave requests with fairness and compassion?
If you’re unsure, or just want a fresh pair of eyes, I’d be happy to help. From policy reviews to template updates or simply a quick chat about what “good” looks like, I offer practical, no-fuss HR support for small businesses who want to get things right.
Because supporting dads at work doesn’t just help families, it helps your business too. Happier people, fairer policies, better retention. Everyone wins.
If you’d like help reviewing your leave policies or supporting a more family-friendly approach in your business, just get in touch. I’d love to help.
by Emma | May 20, 2025 | Newsletter
Local business owners were given an exclusive first look at a new HR app set to reshape how small businesses handle their HR responsibilities
HR Chest, developed by West Midlands-based HR expert Emma Cromarty, was officially unveiled at a special preview event on Wednesday 30th April.
Designed for time-poor business owners, the app brings together essential HR tools, resources, and support, all in one place and it is already making waves among entrepreneurs and business leaders who attended the launch.
“Small businesses are under pressure to stay compliant, support their staff, and keep up with constant changes in legislation, all while growing their company,” said Emma Cromarty, Owner of ECHR and the Founder of HR Chest. “HR Chest gives them the confidence and structure they need to manage HR more effectively, without the overwhelm.”
Once live, HR Chest will include:
- Holiday allowance calculator, redundancy calculator and maternity calculator.
- Statutory pay guidance and alerts for upcoming employment law changes Ready-to-use templates and legislation tools, updated in real time.
- The ability for staff to book their annual leave via the app and a calendar for managers to manage the leave.
- A staff absence management module, a personnel filing system, where employers can upload any documents they wish employees to view.
- A dedicated mental health and wellbeing hub, a secure messaging system for expert HR advice and support.
The app has been built specifically with UK small businesses in mind, giving them access to reliable, practical HR support without the cost of hiring an in-house team. Businesses can register now for early access and launch updates via the official website www.HRChest.com.
by Emma | Mar 26, 2025 | Newsletter
What Employers Need to Know About the New Legal Duty from October 2024
From October 2024, employers across the UK were subject to a new legal duty to actively prevent sexual harassment in the workplace. This marks a significant shift from previous legislation, where the onus was largely on responding to incidents once they had already occurred. Now, employers must demonstrate that they are taking reasonable, proactive steps to stop sexual harassment before it happens.
This new duty is part of a wider movement towards improving workplace culture. It recognises that the impact of sexual harassment can be devastating – not only to the individuals affected but to the overall morale, trust, and productivity within an organisation.
Understanding Sexual Harassment
Sexual harassment is defined as unwanted conduct of a sexual nature which has the effect of violating someone’s dignity, or creating an intimidating, hostile, degrading, humiliating or offensive environment for them. Crucially, the behaviour does not have to be intended to cause harm or distress, and it doesn’t need to be sexually motivated – it simply has to be of a sexual nature and unwanted.
The Equality and Human Rights Commission (EHRC) offers comprehensive guidance and gives examples of behaviours that could constitute sexual harassment, including:
- Sexual comments, jokes, or innuendos
- Staring or leering suggestively
- Unwanted touching, hugging, kissing or massaging
- Sexual propositions or advances
- Promising career rewards in exchange for sexual favours
- Displaying sexually explicit images or posters
- Sharing sexually explicit content via email, text or social media
- Intrusive questions about someone’s private or sex life
- Spreading sexual rumours
Importantly, sexual harassment can occur through any form of communication, not just face-to-face interactions. Emails, social media messages, and phone calls can all fall within this definition if the conduct is sexual in nature and unwanted.
It is also worth noting that just because a person may have previously accepted or even encouraged certain behaviours, it does not mean they continue to welcome them. If something becomes unwanted – even after being welcomed in the past – it can still be harassment.
What’s Changed in the Law?
The key change brought in by the October 2024 legislation is the introduction of a preventative duty. This means that employers must not wait for a complaint or incident to arise before taking action. They must assess potential risks, put measures in place to minimise them, and regularly review their practices to ensure they are fit for purpose.
If an employee feels their employer is not doing enough to prevent sexual harassment, they can now make a referral to the EHRC (Equality and Human Rights Commission), even if no incident of harassment has occurred. The EHRC has the power to investigate and, if necessary, issue an order requiring the employer to take appropriate steps. This could lead to legal consequences and reputational damage for businesses who are not compliant.
Practical Steps for Employers
Employers should act now to ensure they are meeting this new duty. Here are some practical and recommended actions based on EHRC guidance:
- Develop a Clear and Robust Anti-Harassment Policy
This should clearly define what constitutes sexual harassment, outline the reporting process, and explain the consequences for those who engage in such behaviour. It’s vital that the policy covers third-party harassment, such as incidents involving clients, customers, or suppliers.
Once developed, the policy should be shared widely and regularly across the organisation – making sure all staff know how to access it and what support is available.
- Conduct Regular Risk Assessments
Look closely at your workplace and working arrangements to identify where harassment might be more likely to occur. For example, are there areas where staff are often isolated? Are events or social activities adequately supervised? Think about both in-person and remote working environments.
Following the assessment, put steps in place to reduce those risks – such as implementing reporting procedures, increasing visibility, or providing extra training where needed.
- Create a Culture of Openness and Respect
Encourage staff to speak up by offering safe and confidential ways to report concerns. Engage with employees through one-to-one meetings, anonymous surveys, and exit interviews. These can help to uncover issues that might otherwise go unnoticed.
It’s also essential that leaders and managers set the tone by modelling respectful behaviour and taking all complaints seriously, no matter how informal they may seem at first.
- Provide Regular Training
Offer training that goes beyond simple box-ticking. Staff should understand what sexual harassment is, how to report it, and how to be active bystanders if they witness it. Managers, in particular, should receive tailored guidance on how to handle complaints sensitively and appropriately.
A Step Towards Safer Workplaces
While this new duty introduces more responsibility for employers, it also represents an opportunity to build safer, more inclusive workplaces. By taking proactive steps now, organisations can not only reduce the risk of harassment but also show their commitment to employee wellbeing and professional integrity.
Creating a workplace culture where everyone feels safe, respected and valued should be a priority – not just for legal compliance, but for the health and success of the business as a whole.
by Emma | Mar 7, 2025 | Newsletter
The longest month of the year is over and hopefully we can look forward to some better weather and some lighter nights.
It’s February and love is in the air!
Let’s talk about personal relationships at work and how they could be an issue for you the employer:
- Workplace relationships can create perceived or actual favouritism which then could undermine team morale and create resentment among colleagues. Employers need to look out for conflicts of interest, especially if one is a manager of the other.
- Romantic relationships can distract employees from their duties and negatively impact their performance. It can also distract other members of staff where it becomes a subject of gossip.
- What about if the relationship ends badly? one party might allege harassment or retaliation, leading to potential legal and reputational risks or create a toxic environment, where colleagues may be forced to pick sides. Breakups or disputes between partners may lead to one or both parties leaving their roles, disrupting team continuity and increasing recruitment costs.
- If not handled professionally, workplace relationships can harm an organisation’s public image, especially in cases of scandal or negative media coverage.
And these are just a few reasons why employers need to ensure they are aware of personal relationships between staff so that they can manage them. I highly recommend that all businesses have a policy in place.
Please give me a call for a policy or if you would like to chat to me about an issue you have regarding personal relationships at work.
Neonatal Care Leave and Pay Act
The Neonatal Care (Leave and Pay) Act 2023 is expected to come into force in April 2025. This will enable parents with babies needing specialist care after birth to get up to 12 weeks of paid leave, in addition to existing maternity and paternity leave.
Parents will qualify for neonatal care leave from day one of their employment if their baby is admitted to hospital within the first 28 days of birth and stays for at least seven full days. The leave can be taken for up to 12 weeks. Those with at least 26 weeks’ continuous service will also qualify for statutory pay during this leave period, and they’ll have the same employment protections as those associated with other forms of family related leave, including protection from dismissal or detriment as a result of having taken leave.
If you would like a Neonatal Care Policy please contact me.
Case 1
A trainee optician has received £14,588 in compensation after being dismissed for taking time off following a miscarriage.
The tribunal concluded that her dismissal was both unfair and discriminatory because of her pregnancy.
The claimant had been signed off work by her GP for one week after experiencing a miscarriage and was “struggling to come to terms” with it, the tribunal heard. Despite this, her employer, Bingham & Young Optical, terminated her contract. The company had argued that her dismissal was unrelated to her miscarriage and said that they had received customer complaints, however the tribunal found these to have been fabricated.
The government are proposing changes to the employment bill to include paid bereavement leave for women and partners who have a miscarriage/still birth before 24 weeks. Watch this space for further information when we have it.
If you have any questions concerning this case please give me a call.
Case 2
A cleaner at an NHS hospital, who was fired after having 400 sick days in four years, was unfairly dismissed and her employer failed to make reasonable adjustments, a tribunal has ruled. Yes, 400 days is a lot and you may have a policy which enables you to discipline after certain triggers are hit – however, this cleaner had a disability. The Company failed to acknowledge this and dismissed without making any reasonable adjustments.
If you have any absence issues or require an occupational health report please contact me.
