October is Menopause Awareness Month, making it the perfect time to check how your organisation supports employees through this natural stage of life. Women aged between 50 and 64 are now the fastest growing workplace demographic, yet many still feel their needs are overlooked. Research shows that eight in ten menopausal women say their workplace lacks basic support, and almost half who experience difficult symptoms have left work by the age of 55. A simple, compassionate conversation can make all the difference.

Creating a safe space

Talking about the menopause at work is becoming more open, helped by awareness campaigns and high-profile advocates. Even so, some people still find it difficult to discuss. They might feel uncomfortable speaking with a younger or male manager, or worry about how their colleagues could react. Employers can ease this by normalising the discussion, showing empathy, and making clear that any conversation will be treated in confidence and focused on support rather than judgement.

Preparing for the chat

A menopause welfare meeting is an informal opportunity to understand how an employee is feeling and what adjustments might help. Managers should refresh any training they have had, review their organisation’s menopause policy, and familiarise themselves with the legal context to ensure the conversation is handled with care. Choose a private, quiet space and allow enough time so the employee feels unhurried. It can help to prepare a simple action plan template in advance to guide the discussion and record outcomes.

Listening with empathy

During the meeting, the most valuable skill a manager can show is active listening. Maintain eye contact, nod, and give the employee space to speak. Avoid comparing experiences or making assumptions. Instead of saying “You’ll be fine,” try “That sounds like a lot to deal with.” Ask gentle questions about how symptoms affect their work and what practical support would make a difference. This might include flexible working, adjustments to uniform, or better ventilation.

Following up

After the discussion, confirm what was agreed and keep in touch. The aim is to provide ongoing support, reviewing any changes and making further adjustments if needed. The menopause is not a one-time event, and regular check-ins show genuine care.

Making the conversation count

By holding open, respectful menopause chats, employers can retain valuable experience and strengthen workplace wellbeing. A supportive approach helps employees stay confident and productive while showing that your organisation values every stage of life.

You’ll find menopause guidance inside HR Chest, giving you everything you need to start these important conversations with confidence.

As the year draws to a close, many businesses are focused on finishing projects, hitting final targets, and planning for the year ahead. It’s a busy time, and one of the first things that often slips down the list is the end of year review. Yet this simple, structured conversation can have one of the biggest impacts on performance, engagement, and retention in the months that follow.

Why Reviews Matter

Performance reviews are not just about measuring results. They’re an opportunity to reflect, recognise, and realign. They give employees a chance to look back on their achievements, discuss challenges, and set clear goals for the future. For employers, they provide valuable insight into what’s working, where support is needed, and how the business can grow through its people.

When reviews are skipped, employees can feel overlooked or uncertain about expectations. Motivation dips, small frustrations build, and valuable feedback is lost. A consistent review process helps employees feel heard and valued, which in turn boosts productivity and loyalty.

The “No Time” Myth

One of the most common reasons employers give for not doing reviews is time. But the truth is, not doing them costs more time in the long run. Without regular feedback and clear objectives, performance issues are missed, disengagement grows, and problems take longer to resolve. Investing a short amount of time in meaningful one-to-one discussions now can prevent far bigger issues later.

A well-structured review doesn’t need to be complicated or lengthy. Even a half-hour conversation can make a difference if it focuses on recognition, growth, and clear next steps.

How to Get the Most from Reviews

Approach reviews as a two-way discussion rather than a formality. Ask open questions about what your team member is most proud of, what challenges they’ve faced, and what support they need. Keep the focus on development and the year ahead.

Follow up after the meeting to confirm agreed goals and actions. This shows accountability and ensures progress is tracked, rather than forgotten once the meeting ends.

Support from HR Chest

If you’re not sure where to start, HR Chest has everything you need to make end of year reviews straightforward and valuable. You’ll find performance review forms, appraisal templates, and guidance to help you structure the conversation and record outcomes clearly.

These resources are designed to save time while keeping your process consistent, fair, and effective – so you can focus on what really matters: developing your people and setting your business up for success in the new year.

Take the time to review now, and you’ll start January with a motivated, aligned team that’s ready to perform.

Explore Performance and Appraisal Resources on HR Chest

The new tax year is set to bring some of the most significant changes to Statutory Sick Pay (SSP) in over a decade. From April 2026, the way employers manage and pay SSP will shift, with the introduction of day-one entitlement and a move towards more inclusive eligibility rules. While the new SSP rate for 2026/27 has not yet been confirmed, businesses should begin preparing now to make sure they are ready for the transition.

SSP Payable from Day One

Currently, SSP is only paid from the fourth qualifying day of absence, meaning employees receive no pay for the first three days they are off sick. From 6 April 2026, this will change. Employees will become entitled to SSP from the very first day of sickness absence, removing the traditional “waiting days” entirely.

The government’s aim is to make sick pay fairer and to ensure employees are not left without income during the initial days of illness. For employers, however, this will mean additional costs and a need to update internal systems, payroll processes, and policies. Businesses that rely heavily on casual or short-term workers may feel the impact most, as even short absences will now carry a financial cost

Removing the Lower Earnings Limit

Another major change under discussion is the removal of the Lower Earnings Limit. At present, employees must earn a minimum weekly amount to qualify for SSP. If this threshold is abolished, SSP will become accessible to all employees regardless of how much they earn.

This change would be particularly beneficial for low-paid and part-time staff who currently miss out on SSP. However, it will also widen the scope of employer responsibility, increasing the number of people eligible to receive statutory sick pay. Payroll systems and HR procedures will need to adapt to handle this broader coverage.

Preparing for Financial and Administrative Impact

While the aim of these reforms is fairness, the financial and administrative impact on businesses will be noticeable. The combination of day-one pay and wider eligibility will naturally increase SSP costs. Employers should begin reviewing their budgets, forecasting how these changes may affect overall wage expenditure, especially in sectors where sickness absence levels are traditionally higher.

Contract wording will also need careful attention. If your employment contracts specify that no pay is due for the first three days of absence, this will need updating to reflect the new statutory requirements. Similarly, if you offer enhanced sick pay, review whether your policy remains appropriate once SSP begins from day one.

Strengthening Absence Management

With costs likely to rise, effective absence management will become even more important. Employers should ensure that all absences are accurately recorded, including dates, reasons, and supporting documentation. Consistent record keeping not only supports compliance but also helps identify patterns or issues that may require intervention.

Return-to-work meetings are a valuable part of this process. They provide an opportunity to check on an employee’s wellbeing, clarify any adjustments needed for their return, and spot recurring themes that may point to underlying causes of absence.

Regular analysis of absence data can also reveal important trends, such as departments with higher sickness levels or employees with frequent short-term absences. This insight allows employers to take proactive steps to reduce absence, such as improving working conditions, reviewing workloads, or introducing wellbeing initiatives.

What Employers Should Do Now

Even though the new SSP rate has not yet been announced, the core reforms are confirmed, and preparation should start early. Employers should:

• Review their payroll systems to ensure they can handle SSP payments from day one.
• Check that contract and policy wording reflects the upcoming changes.
• Brief managers and HR teams on the new rules to ensure consistency in how absences are handled.
• Start forecasting potential cost increases linked to wider SSP eligibility.

The key is not to wait until April to act. Businesses that plan ahead will find the transition far smoother, with fewer last-minute changes and a clearer understanding of how the new rules affect their workforce.

Staying Ahead of Compliance

Keeping up with employment law changes is essential for compliance and employee trust. The new SSP reforms highlight the need for clear processes, accurate data, and well-informed teams. Employers who invest time in preparation now will be better placed to manage both the financial and operational aspects of these changes.

April 2026 will bring a new landscape for sick pay, one that’s fairer for employees but more demanding for employers. By staying informed, reviewing policies in advance, and ensuring payroll systems are ready, businesses can meet their obligations with confidence and continue to support their teams effectively.

When an employee leaves a business, settlement discussions can quickly become complex, especially when it comes to taxation. One of the most misunderstood areas of employment termination payments is PENP, or Post Employment Notice Pay.

Since 2018, HMRC has tightened the rules to ensure that payments covering notice periods are always subject to tax and national insurance. Yet many employers still assume that as long as a payment forms part of a settlement agreement, it falls within the £30,000 tax free allowance. Unfortunately, that is rarely the case.

What is PENP and Why Does It Matter?

PENP stands for Post Employment Notice Pay, which is the amount of pay an employee would have received had they worked their full notice period. Even if the employment ends immediately or by mutual agreement, HMRC treats that notional pay as taxable income.

Put simply, if an employee is paid in lieu of notice, that payment must be taxed. If they leave without working their notice, the equivalent value must still be calculated and taxed. PENP ensures that notice pay is taxed consistently, preventing it from being disguised as a non taxable termination payment.

How to Calculate PENP

To work out how much of a termination payment counts as PENP, employers must use a statutory formula:

(BP × D) ÷ P – T

Where:

• BP is the employee’s basic pay before termination (usually monthly salary)
• D is the number of unserved notice days
• P is the number of days in the last pay period
• T is any taxable termination payments already made

This gives you the amount that should be taxed as employment income.

For example, if an employee’s monthly salary (BP) is £3,000, their pay period (P) is 30 days, and they have 15 unserved notice days (D), then:

PENP = (3,000 × 15) ÷ 30 = £1,500 taxable.

If part of the termination payment has already been taxed (T), this is deducted from the PENP total.

Other Tax Considerations for Employers

It is not just PENP that needs attention when managing termination payments. Employers should also remember:

• Notice pay is always taxable, even within a settlement
• Payments for ongoing obligations such as confidentiality or non compete clauses are also taxable and subject to national insurance
• The first £30,000 of compensation for loss of employment can be paid tax free, but only once PENP and other taxable elements are removed
• Employer national insurance applies to payments above £30,000, though employees do not pay NI on settlement sums
• Disability related payments can be tax free if they relate solely to a recognised injury or condition preventing the employee from working
• Compensation for injury to feelings, such as in discrimination cases, can also be tax free, provided it is properly documented

Common Mistakes and How to Avoid Them

Misunderstanding PENP can lead to costly errors. If employers fail to apply the correct calculation, HMRC may later determine that part of the payment should have been taxed, leaving the employer liable for unpaid tax, NI, and possible penalties.

The safest approach is to check the tax treatment of each element in a settlement agreement and clearly set out what each payment represents. A well drafted agreement protects both the business and the employee from future disputes or unexpected liabilities.

The Takeaway for Employers

The rules around termination payments can appear complicated, but the principle is clear. Anything that substitutes for notice pay is taxable. The £30,000 exemption only applies once PENP and other taxable elements are excluded.

By understanding and correctly applying the PENP calculation, employers can settle matters confidently, remain compliant, and avoid unpleasant surprises later on.

If you need support with settlement agreement drafting, handling, or PENP calculations, get in touch with ECHR for expert guidance and practical advice.

Every business, no matter how positive its culture, will face employee concerns from time to time. How those concerns are managed can make the difference between a quick resolution and a costly, time-consuming dispute. Handling grievances well protects both your people and your business – but getting it wrong is easier than many employers realise.

Why Grievances Matter

A grievance is an employee’s way of raising a problem or complaint about their work, their manager, or their working environment. It could involve treatment from a colleague, a disagreement about duties, or something as serious as harassment or discrimination. The way you respond sets the tone for how employees view your fairness, professionalism, and commitment to their wellbeing.

Ignoring or mishandling grievances can lead to a breakdown of trust, low morale, or even legal claims. By contrast, following a fair, consistent process can turn a tense situation into an opportunity to learn and strengthen your workplace culture.

Common Mistakes Employers Make

1. Ignoring issues or delaying action

Many grievances start small. Left unchecked, they grow. Delays can make employees feel unheard and escalate what might have been resolved with an early conversation. Always acknowledge concerns promptly and explain the next steps.

2. Failing to follow your own procedure

A grievance policy is only effective if it’s actually followed. Skipping stages, such as investigations or meetings, can leave you open to challenge later. It’s essential to apply your process consistently, even if you think the issue is straightforward.

3. Poor documentation

In any grievance case, clear notes and written correspondence are your best protection. Without records of what was discussed, agreed, and decided, it becomes difficult to show that the process was fair and reasonable.

4. Lack of impartiality

Investigations and meetings must be handled by someone who can remain neutral. In smaller businesses, this can be challenging, but fairness and objectivity are vital. Where possible, involve someone not directly connected to the issue.

5. Treating grievances as a nuisance

When employees feel dismissed or punished for raising concerns, it damages trust and may lead to further complaints. A well-handled grievance shows your team that their voice matters and that your business takes issues seriously.

Handling Grievances the Right Way

The best way to manage grievances is to be proactive. Encourage open communication so employees feel comfortable raising issues early. If a formal complaint is made, follow your written policy step by step: acknowledge receipt, investigate thoroughly, hold a meeting, confirm the outcome in writing, and allow an appeal if needed.

Clarity, consistency, and compassion are the cornerstones of a fair process. Even if an employee doesn’t agree with the outcome, they’re far more likely to respect it when they’ve been listened to and treated fairly.

Support from HR Chest

Grievances can be sensitive, but you don’t have to navigate them alone. HR Chest offers practical tools to help you manage every stage confidently, including grievance policy templates, investigation checklists, and letters you can adapt for your business.

With the right guidance, what starts as a challenge can become a moment of positive change for your organisation.

Explore Grievance Policies and Guides on HR Chest