inclusiveworkplace - Kestrel HR

3rd March 20263rd March 2026

Hybrid Working in 2026: The Essential Guide for UK Employers

An older adult sits at a large desk holding a tablet and taking part in a video conference call.

Hybrid working has become a familiar part of working life in the UK, but the way organisations use it is continuing to shift. Instead of reacting to short‑term change, employers are now refining their approaches to support productivity, wellbeing and fairness in the longer term.

Hybrid Working Has Settled In — but It’s Still Evolving

Many UK organisations now see hybrid work as a normal feature of working life. CIPD’s latest research shows that most employers offer some form of flexible working. Hybrid arrangements are among the most widely used. These setups give employees more freedom while keeping teams connected.

But the conversation has moved on. The question is no longer “should we use hybrid working?” — it’s “how can we make it work better for everyone?”

Employees Want More Control Over Their Time

Employees are demanding more choice in how the working week is structured. This is one of the clearest trends moving into 2026.

CIPD findings show strong interest in:

Four‑day weeks
Compressed hours
Flexi‑time

In fact, the four‑day week was the most popular option employees said they would use if offered. This indicates a growing desire for patterns that support better balance. These patterns do not reduce output.

This doesn’t mean every role can adopt these models. However, it does show why the conversation has shifted from location to time.

Not Everyone Has Equal Access to Flexibility

One challenge highlighted in the research is that access to flexible working varies widely.

Some employees can use it easily, others can’t, often because:

Their role is customer‑facing
Managers interpret policies differently
Teams are unsure what’s allowed

Creating clear, simple policies helps reduce confusion and ensures flexibility is fairer across the workforce.

The Impact Hybrid Working on Work, Wellbeing and Performance

Although opinions vary, many employers report that flexible and hybrid working have supported performance rather than harmed it. CIPD’s data shows a significant proportion of organisations saw productivity either stay the same or improve.

Employees also link flexibility to:

Better day‑to‑day balance
Reduced financial strain
A more positive outlook on career progression

This doesn’t mean hybrid working is perfect. Yet, it does show it can support both wellbeing and performance. This happens when it is implemented thoughtfully.

What Employers Should Focus on in 2026

To strengthen hybrid working arrangements this year, employers may want to:

1. Make policies easy to understand:

Employees are more likely to use flexible working when expectations are clear and requests feel safe and supported.

2. Review who has access to flexibility, and why:

Checking for unintended inequalities helps guarantee policies are applied fairly.

3. Support managers:

Leading hybrid teams requires confidence in communication, trust‑building and performance management, areas where many managers benefit from extra guidance.

4. Keep measuring what works:

Regular feedback from employees helps refine working arrangements and remove pain points.

In Summary

Hybrid working is now part of the UK’s long‑term working culture, but employers are still learning how to make it work fairly and effectively. CIPD research shows strong appetite for more varied working patterns, alongside practical challenges around consistency and access.

As we move further into 2026, the organisations that succeed in hybrid working will balance flexibility with clarity. They must also ensure fairness and maintain good communication.

If you’d like to find out how hybrid working might work for your business, reach out to us. Contact us today for an initial chat.

Resources:

https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2025-pdfs/8909-flexible-working-report-web.pdf

4th February 20264th February 2026

Skills-Based Hiring: Moving Beyond Job Titles

For decades, job titles have acted as shortcuts in recruitment. They’ve helped employers quickly sort CVs, signal seniority, and define career progression. But for HR and recruitment leaders working in today’s fast-moving labour market, this approach is increasingly limiting.

As roles evolve faster than titles can keep up, skills-based hiring offers a more flexible, inclusive, and strategic alternative. One that focuses on what individuals can do. It also considers what they could grow into rather than what they’ve previously been called.

Why Job Titles Are No Longer Enough

From an HR perspective, job titles often fail to reflect the reality of modern work. The same title can mean very different things across organisations, sectors, and even teams. A “Manager” in one organisation may be a people leader with strategic accountability. In another, they may be a hands-on specialist with no line management responsibilities.

Over-reliance on titles can:

Narrow talent pipelines unnecessarily
Exclude candidates with strong transferable skills
Create rigid career routes that don’t recognise different ways people grow, contribute, or lead
Make workforce planning and skills forecasting more difficult

For HR teams under pressure to improve hiring outcomes, diversity, and retention, titles alone rarely provide the insight needed to make confident decisions.

What Is Skills-Based Hiring?

Skills-based hiring is an approach that prioritises identifying skills. It also focuses on assessing and recruiting for the skills needed to perform a role effectively. This approach is applicable both now and in the future.

For HR and recruitment leaders, this means focusing on:

Technical skills – role-specific capabilities such as data analysis, software proficiency, or project management

Core behaviours and soft skills – communication, collaboration, adaptability, problem-solving

Transferable skills – leadership, stakeholder management, planning, and decision-making developed across different roles or sectors

Instead of asking, “Has this person done this exact job before?” the question becomes:

“Do they have the skills, or the learning agility, to succeed in this role?”

The Strategic Benefits for HR and Recruitment Teams

Access to Wider Talent Pools

By focusing on skills rather than job titles, organisations can reach a wider range of candidates. This includes people from related sectors, non-traditional career paths, career changers, returners, and existing employees with transferable skills.

Stronger Diversity, Equity, and Inclusion Outcomes

Skills-based hiring helps reduce bias by focusing on ability rather than background or career history

Better Quality of Hire

Hiring against clearly defined skills and outcomes improves role fit, performance, and confidence in decision-making. This is especially true when paired with structured assessment.

More Agile Workforce Planning

Understanding skills across your organisation supports succession planning, internal mobility, and targeted upskilling — all critical for long-term workforce resilience.

Rethinking Career Progression

For HR leaders, moving beyond job titles also means rethinking progression and development. Careers are no longer purely vertical. Skills-based frameworks allow people to grow horizontally, deepen expertise, or move across functions, supporting both individual aspirations and organisational needs.

Real-Life UK Case Studies

It’s one thing to talk about skills‑based hiring in theory, but it’s even more insightful to see how it plays out in real organisations. Across the UK, employers are already putting these ideas into practice. They are strengthening their talent pipelines, uncovering hidden potential, and making hiring fairer and more flexible.

Here are three examples from the NHS, RHP, and Tesco that show what a skills‑first approach looks like in the real world:

1. NHS – Expanding the Talent Pool Through Skills-Based Hiring

The NHS faced a surge in recruitment needs. It partnered with Indeed to redesign its hiring strategy around skills. This approach replaced rigid qualification-heavy job descriptions. By shifting to a skills‑focused model, the NHS attracted candidates from a broader range of backgrounds. This strategy also boosted its applicant flow. Indeed supported the process with customised sourcing. It offered skills‑based screening and high‑volume hiring events across England. This helped candidates learn about roles, interview, and even receive job offers in a single day. This transformation widened the talent pool, eased HR bottlenecks, and created faster, fairer hiring pathways into essential roles.

Read the case study: Skills-Based Hiring Case Study: The National Health Service [indeed.com]

2. RHP – Building Future Leaders Through Skills Identification

RHP, a UK housing association, recognised that traditional role-based assessments weren’t uncovering enough future leaders. To tackle this issue, the organisation introduced a skills‑focused review. Its goal was to identify employees with high leadership potential, regardless of their job titles. By developing targeted pathways with structured learning and tailored support, RHP successfully elevated hidden internal talent into leadership roles. This strengthened succession planning, improved internal mobility, and built a workforce better prepared for long‑term organisational needs.

Read the case study: RHP – Building Future Leadership Skills (CIPD) [cipd.org]

3. Tesco – Strengthening Talent Pipelines with Skills-Focused Development

As the UK’s largest private-sector employer, Tesco places strong emphasis on internal mobility and talent development. Through annual and quarterly workforce-planning cycles, Tesco identifies employees with the skills and aspirations needed to move into more senior positions. This supports internal promotion even when job titles don’t explicitly reflect leadership potential. This proactive, skills-led approach has helped Tesco reduce recruitment costs, maintain operational efficiency, retain organisational knowledge, and improve employee morale by showing clear pathways for growth.

Read the case study: Recruitment and Selection at Tesco [smartlifes…ills.co.uk]

Final Thoughts

Skills-based hiring doesn’t mean eliminating job titles, but it does mean reducing their influence on hiring decisions.

For HR and recruitment leaders, this shift supports fairer hiring, stronger talent pipelines, and more resilient workforce planning. As the world of work continues to evolve, it is essential to focus on skills, labels are becoming less important. This approach is crucial for building a future-ready workforce.

Want to explore how a skills‑first approach could work in your organisation? Feel free to reach out for an initial chat.

13th January 202613th January 2026

Effective Workplace Mentoring: How Managers Can Boost Retention and Performance

As a manager or employer, you’re constantly balancing competing priorities: hitting targets, developing your team, retaining talent, and building a strong organisational culture. In this juggling act, workplace mentoring often gets pushed to the side, treated as a nice-to-have rather than a strategic necessity.

But here’s what the data shows:

According to the Association of Business Mentors’ 2025 UK Workplace Report, 70% of businesses reported that mentoring positively impacted overall business performance. Additionally, 66% said mentoring programmes boosted employee retention. They also noted an increase in talent attraction. The return on investment isn’t just measurable—it’s substantial.

Why Mentoring Matters More Than You Think

Mentoring isn’t just about being helpful or checking a box on professional development plans. It’s about creating a multiplier effect in your organisation. When you take the time to mentor, you’re not only helping one person—you’re also developing future mentors, sharing valuable knowledge, and creating a culture that draws in and retains top talent.

Consider this:

Your best employees aren’t leaving for slightly higher salaries elsewhere. They’re leaving because they don’t see a path forward, because they feel stuck, or because no one is investing in their growth. Mentoring directly addresses these retention risks while simultaneously building your leadership pipeline. Research shows that employees involved in mentoring programs have a 50% higher retention rate. Additionally, 87% of mentors and mentees feel empowered by their relationships. They develop greater confidence.

Getting Started: What Effective Mentoring Actually Looks Like

Effective mentoring doesn’t mean having all the answers. In fact, the best mentors often lead with questions rather than directives. Your role is to help your mentee develop their own problem-solving capabilities, not to solve every problem for them.

Start with clear expectations.

In your first conversation, discuss what success looks like for both of you.

What does your mentee hope to achieve?

What skills do they want to develop?

What challenges are they facing?

Equally important, be clear about what you can realistically offer in terms of time and support.

Regular, consistent touchpoints matter more than lengthy occasional sessions. A 30-minute conversation every two weeks will almost always be more valuable than a quarterly two-hour meeting. Consistency builds trust and lets you track progress over time.

Creating a Mentoring Culture Across Your Organisation

Individual mentoring relationships are valuable, but the real transformation happens when mentoring becomes part of your organisation’s DNA. You don’t need a massive program rollout or expensive consultants to make this happen. What you need is intentionality—making mentoring a deliberate part of how your team works together.

Encourage cross-functional mentoring relationships where people can learn from colleagues outside their immediate team. Create spaces for informal mentoring to happen. This can include dedicated time during team meetings. You might also consider virtual coffee chats or structured peer learning sessions.

Recognise and reward mentoring in the same way you recognise other contributions. When managers are evaluated solely on immediate output, mentoring gets deprioritised. Make it clear through your actions and your evaluation processes that developing others is a core responsibility, not an extra.

Common Pitfalls to Avoid

The biggest mistake managers make is turning mentoring into a one-way download of advice. Mentoring should be a dialogue, not a lecture series. Your experiences are valuable context, but your mentee’s situation is unique. Listen more than you talk, especially in the beginning.

Another common trap is trying to create mini versions of yourself. Your mentee doesn’t need to follow your exact path or develop your exact style. Help them discover and develop their own strengths and approaches. The goal is growth, not cloning.

Don’t let mentoring relationships drift into pure friendship or become complaint sessions. Maintaining some structure and accountability keeps the relationship productive. It’s fine to build genuine connection and rapport—in fact, that’s essential—but the relationship should have direction and purpose.

Making Time When You Don’t Have Time

The most common objection to mentoring is lack of time, and it’s a legitimate concern. Here’s the thing though: how much time do you spend dealing with the consequences of underdeveloped talent? Fixing mistakes that could have been prevented? Re-explaining things that weren’t learned properly the first time? Recruiting and onboarding replacements for people who left?

Mentoring isn’t about adding something to your plate—it’s about investing time strategically so you spend less time on reactive problems. You can incorporate mentoring into many of your regular activities. Bring someone along to a meeting they normally wouldn’t attend. Narrate your thinking process when making decisions. Turn a quick question into a coaching conversation.

Measuring What Matters

You don’t need complex metrics to know if mentoring is working, but you should pay attention to some key indicators. Are the people you’re mentoring taking on new challenges? Are they solving problems more independently over time? Are they staying with the organisation and growing into larger roles?

Ask for feedback from your mentees directly. The relationship should evolve as they develop, and their input will help you understand what’s working and what needs adjustment.

The Long Game

Mentoring is an investment that compounds over time. The person you mentor today might become the leader who mentors dozens of others tomorrow. The culture you build by prioritising development becomes self-reinforcing as more people experience good mentoring and want to pay it forward.

The evidence supports this approach.

Your legacy as a manager won’t be the quarterly targets you hit. It will be the people you developed. It will be the leaders they became. Mentoring is how you build that legacy while simultaneously building a stronger, more resilient organisation.

The question isn’t whether you have time to mentor. It’s whether you can afford not to.

Ready to Build a Mentoring Culture in Your Organisation?

If you’re thinking about how to make mentoring work in your workplace but aren’t quite sure where to start, we’d love to chat. Whether you’re looking to set up your first mentoring programme, strengthen what you’ve already got, or just want to bounce some ideas around, we’re here to help.

Drop us a line and let’s have a conversation about what mentoring could look like in your organisation. No pressure, no sales pitch—just a genuine chat about how we might be able to support you.

Sources

Association of Business Mentors (2025). “Unlocking Impact: Shaping the Future of Workplace Mentoring and Coaching” – UK Workplace Report

CIPD Trust (2025). “Leading with purpose: opening doors to senior HR roles”

6th October 20256th October 2025

Talent Retention: Keeping Your Best People in a Competitive Market

As we approach the end of the year, many organisations are reflecting on their biggest asset: their people. In a market where top talent is in high demand and opportunities abound, retaining your best employees is more critical, and more challenging, than ever.

Why Retention Matters Now

The cost of losing a high-performing employee goes far beyond recruitment expenses. It impacts team morale, disrupts projects, and can even affect your employer brand. With skills shortages in many sectors and employees re-evaluating their priorities, proactive retention strategies are essential.

Conduct Stay Interviews, Not Just Exit Interviews

Exit interviews offer insight into why people leave. Stay interviews help you understand why your top performers stay. They also reveal what might tempt them to leave. Schedule one-on-one conversations focused on:

What motivates them at work
What challenges they face
How they see their future at your organisation

Use this feedback to address concerns before they become reasons to leave.

Recognise and Reward Contributions

Recognition doesn’t always have to be monetary. Publicly acknowledging achievements, offering growth opportunities, and providing meaningful feedback can go a long way. Consider:

End-of-year awards or shout-outs
Personalised thank-you notes from leadership
Opportunities for skill development or new projects

Offer Flexibility and Support Wellbeing

The past few years have shown that flexibility is a top priority for many employees. You can stand out by offering hybrid work, flexible hours, or additional wellbeing resources. Showing you care about work-life balance can set you apart from competitors.

Invest in Career Development

High performers don’t just want a job; they want a future. Provide clear pathways for advancement, mentorship programmes, and access to training. Regularly discuss career goals and help employees map out their next steps within your organisation.

Communicate Transparently About the Future

Uncertainty can drive people to look elsewhere. Keep your team informed about company goals, changes, and successes. Invite feedback and involve employees in shaping the future.

Final Thoughts

Retaining your best people isn’t about grand gestures—it’s about consistent, genuine engagement. As you plan for the new year, make talent retention a strategic priority. Your people are your competitive advantage; invest in them, and they’ll invest in you.

30th July 202530th July 2025

How to Navigate Difficult Conversations in the Workplace: A Guide to Handling Tough Talks with Confidence

Difficult conversations in the workplace are often unavoidable. However, they don’t have to be feared. Whether you’re dealing with a conflict, giving feedback, or talking about sensitive topics, it’s important to approach these moments with empathy. Clear communication can turn tension into trust. In this guide, we’ll look at practical strategies to help you manage tough discussions with confidence and professionalism.

Prepare with Intention

Before starting the conversation, take time to think about:

Your goal: What do you want to achieve?
The facts: Focus on what you can observe, not on assumptions.
Your feelings: Recognise how you feel and why, so you can control your tone and reactions

Preparation helps you stay focused and lowers the chance of the conversation becoming emotionally tense.

Choose the Right Time and Setting

Timing and environment matter. Choose a private, neutral space where both parties can speak openly without distractions. Avoid starting the conversation when emotions are running high or during particularly stressful periods.

Lead with Empathy and Respect

Start the conversation with a tone of curiosity and care. For example:

“I wanted to discuss something that’s been on my mind. I value our working relationship and think it’s important we address this together.”

This approach sets a collaborative tone and shows that your intent is to resolve, not to blame.

Be Clear and Direct

Avoid vague language or sugarcoating. Be honest, but tactful:

Use “I” statements: “I’ve noticed…” or “I feel concerned when…”
Be specific: Reference particular incidents or behaviours.
Stay constructive: Focus on solutions and next steps.

Listen Actively

Give the other person space to share their perspective. Practice active listening by:

Maintaining eye contact
Nodding or using affirming gestures
Paraphrasing what they’ve said to show understanding

Sometimes, just being heard can defuse tension and open the door to resolution.

Collaborate on a Path Forward

Once both sides have shared their views, work together to find a way forward.

Ask:

“What would help you feel supported?”
“How can we avoid this issue in the future?”

Agree on clear actions or changes, and follow up to ensure accountability.

Reflect and Learn

After the conversation, take a moment to reflect:

What went well?
What could you improve next time?
Did the conversation strengthen your relations?

Every difficult conversation is a chance to build trust and grow as a communicator.

Final Thoughts

Navigating tough conversations isn’t easy, but avoiding them can lead to misunderstandings, resentment, and missed opportunities. If someone on the team isn’t meeting expectations, and it’s your responsibility to address it, consider how your high performers feel. Their frustration may grow while that lack of accountability continues.

With preparation, empathy, and a commitment to clarity, you can turn even the most uncomfortable discussions into positive progress.

Of course, each issue needs tailoring to its own circumstances. If you need more support navigating difficult conversations in the workplace, or you’d just like to chat an issue through, contact us today for an initial chat.

7th July 20257th July 2025

How to Address Alcohol Use in the Workplace with Empathy and Confidence

Talking about alcohol use in the workplace can be one of the more sensitive challenges managers face. But with the right approach—grounded in empathy, clarity, and support—it’s possible to create a workplace culture where wellbeing comes first and difficult conversations lead to positive change.

In this guide, we’ll explore how to recognise the signs of alcohol misuse, how to approach the conversation with care, and how to align your actions with your organisation’s alcohol policy.

Why Employers Play a Key Role in Supporting Employee Wellbeing

Alcohol misuse can have a significant impact on an employee’s health, performance, and relationships at work. As a manager, your role isn’t to diagnose or judge—but to notice when something might be wrong and offer a safe space for support.

Creating a culture where employees feel comfortable discussing personal challenges starts with awareness, open communication, and clear policies.

The Importance of an Alcohol Use in the Workplace Policy

Every organisation should have a clear and up-to-date workplace alcohol and substance misuse policy. This policy should outline:

Expectations around alcohol use during work hours or work-related events
Procedures for raising and managing concerns
Support pathways, including referral to Occupational Health or Employee Assistance Programmes (EAPs)
A commitment to confidentiality and non-judgmental support

When addressing concerns, managers should always refer to this policy and involve HR where appropriate. It ensures consistency, fairness, and legal compliance.

How to Recognise Alcohol Use in the Workplace

Recognising early signs of alcohol-related issues can help you intervene supportively before problems escalate. Common indicators may include:

Frequent lateness or unexplained absences—especially around weekends
Difficulty concentrating or staying focused
Noticeable changes in behaviour (e.g. loud speech, excessive laughter)
Smelling of alcohol after lunch or breaks
Neglecting personal appearance
Overuse of chewing gum or mouthwash
Visible shaking or tremors
Shifts in mood—like increased anxiety, low self-esteem, or irritability

These signs don’t confirm alcohol misuse, but they may signal that a wellbeing conversation is needed.

How to Talk to an Employee About Alcohol Concerns

Approaching someone about a sensitive issue like alcohol use can feel daunting. Here’s how to do it with care and professionalism:

Before the Conversation

Act promptly: Don’t delay if you’ve noticed consistent concerns.
Prepare: Gather specific examples and have resources ready (e.g. EAP details, local support services).
Review your policy: Make sure your approach aligns with your organisation’s alcohol misuse policy.
Choose the right setting: A private, quiet space is essential.
Bring support if needed: One additional person (e.g. HR) can help, but avoid overwhelming the employee.

During the Conversation

Lead with empathy: Start with a gentle check-in like, “Are you okay?” or “I’ve noticed a few things and wanted to check in with you.”
Stick to the facts: For example, “We noticed the smell of alcohol after lunch on several occasions.”
Explain the impact: Highlight how the behaviour affects their work and the team.
Offer support: Recommend speaking to a GP, and provide access to counselling, EAPs, or local services like Alcohol Change UK.
Discuss adjustments: Explore temporary changes to workload or hours if needed.
Maintain confidentiality: Reassure the employee that the conversation is private and supportive.

Balancing Support with Responsibility

It’s natural to want to help. However, it’s important to remember that the employee must also take responsibility for their own recovery. Your role is to offer support, not to fix the problem alone.

Encouraging professional help and maintaining a non-judgmental stance can make a real difference in someone’s journey toward recovery.

Final Thoughts: Creating a Culture of Compassion

Conversations about alcohol use in the workplace don’t have to be confrontational. With the right approach—and a clear workplace policy—they can be the first step toward meaningful support and lasting change.

If you’re unsure how to navigate these conversations, or want help creating a wellbeing-focused workplace culture, we’re here to help.

Need guidance on handling sensitive conversations at work? Contact us today for an initial chat.

Resources:

https://www.hse.gov.uk/alcoholdrugs/resources.htm

30th June 202530th June 2025

Building a Culture of Open Communication in the Workplace

In today’s dynamic professional landscape, open communication in the workplace is no longer a luxury—it’s a necessity. Organisations that prioritise transparency, active listening, and honest dialogue create a culture where employees feel empowered and engaged. This not only boosts morale but also drives innovation, enhances collaboration, and supports long-term organisational success.

Why Open Communication in the Workplace Matters

Open communication creates a workplace where employees feel heard, valued, and empowered. It breaks down silos, reduces misunderstandings, and encourages the free flow of ideas. When people are comfortable sharing their thoughts and concerns, it leads to:

Stronger team collaboration
Faster problem-solving
Higher employee engagement
Improved trust between leadership and staff

Key Elements of a Transparent Communication Culture

To build and sustain this kind of environment, organisations should focus on several foundational elements:

Leadership Transparency: Leaders set the tone. Managers and executives build trust when they communicate openly about company goals, challenges, and decisions. This openness encourages others to do the same.
Psychological Safety: Employees must feel safe to speak up without fear of ridicule or retaliation. Creating a psychologically safe space means encouraging questions, feedback, and even dissenting opinions.
Active Listening: Open communication is a two-way street. Listening with empathy and intent shows respect and helps uncover valuable insights that otherwise might be missed.
Regular Feedback Loops: Frequent and constructive feedback—both upward and downward—helps teams stay aligned and continuously improve. Tools like anonymous surveys, one-on-one check-ins, and team retrospectives can be effective.
Inclusive Communication Channels: Not everyone communicates the same way. Offering multiple channels—email, chat, video calls, in-person meetings—ensures everyone has a voice.

Practical Steps to Promote Open Communication in the Workplace

Here are some actionable strategies to implement:

Model openness: Share your own thoughts and invite others to do the same.
Encourage questions: Make it clear that curiosity is welcome.
Celebrate transparency: Recognise and reward honest communication.
Train managers: Equip leaders with the skills to allow open dialogue.
Use technology wisely: Leverage collaboration tools that support real-time and asynchronous communication.

The Long-Term Payoff

Organisations that invest in open communication see long-term benefits in employee retention, customer satisfaction, and overall performance. It’s not just about talking more—it’s about talking better.

If you’d like to chat about building a workplace culture people want to join and stay working, let’s talk. Just drop us a note here. We’ll meet for an initial chat face to face or virtually.

11th June 202511th June 2025

Understanding UK Paternity Leave: A Call for Change

Statutory UK paternity leave remains limited and financially inaccessible for many families. Eligible employees can take one or two weeks of paternity leave, paid at £187.18 per week or 90% of average weekly earnings (whichever is lower). This rate is significantly below the national minimum wage, making it difficult for many fathers to take time off without financial strain.

The government has proposed making paternity leave a day-one right. However, the change does not include any increase in pay. This omission leaves the core issue unresolved.

In response to these shortcomings, the grassroots campaign, The Dad Shift, is calling for a more equitable and inclusive approach to parental leave. On June 11 2025, they are organising a nationwide “Dad’s Strike”, a symbolic day of action. Fathers and co-parents are encouraged to take the day off to highlight the inadequacy of current paternity leave policies.

The Dad’s Strike on June 11 takes place during Men’s Health Week 2025. This event offers a timely opportunity to reflect on how workplace policies affect men’s wellbeing. While the week covers a wide range of health issues, the strike draws attention to the role of parental leave in supporting mental health. In the UK, men account for three-quarters of suicides, and one in eight men experiences a common mental health problem like anxiety or depression.

Research shows that early involvement in caregiving can reduce stress and improve emotional wellbeing for fathers. Yet, with only two weeks of low-paid leave, many must return to work before they’ve had a chance to adjust. This is a missed opportunity for both families and employers.

A new report from the Women and Equalities Committee, published on June 10, 2025, delivers a stark assessment of the UK’s parental leave system. The report concludes that the current framework is “fundamentally flawed,” particularly due to low statutory pay and limited leave for fathers, which discourages uptake and reinforces outdated gender roles.

At just two weeks of paternity leave, the UK lags significantly behind many European countries. For example, Sweden offers 90 days of paid paternity leave, while Spain provides 16 weeks of fully paid leave for both parents.

The Committee urges the government to raise statutory paternity pay to 90% of average earnings for the first six weeks. This change would align it with maternity pay. They also recommend incrementally extending paternity leave to six weeks. Moreover, it should be made accessible to self-employed parents, who are currently excluded from support altogether.

Without bold reform, the UK risks falling further behind in promoting gender equality and supporting modern family life.

Why This Matters for Employers

Employers have a unique opportunity, and responsibility, to lead the way in supporting working fathers.

Here’s how:

Enhance paternity leave policies – Go beyond the statutory minimum by offering longer and better-paid leave.

Promote flexible working: Encourage shared caregiving through flexible hours and remote work options.

Foster a supportive culture: Normalise paternity leave and challenge outdated gender norms in the workplace.

The Business Case for Better Paternity Leave

Investing in paternity leave isn’t just a matter of fairness — it’s a strategic advantage. Forward-thinking employers are recognising that supporting fathers at work leads to measurable business benefits across the board.

Boosted Retention and Reduced Turnover

When employees feel supported in balancing work and family life, they’re more likely to stay. Enhanced paternity leave helps reduce costly turnover, particularly among new parents navigating major life transitions.

Higher Engagement and Productivity

Fathers who are given time to bond with their children return to work more focused, less stressed, and more loyal. This translates into stronger performance and a more engaged workforce.

Progress Toward Gender Equality

Encouraging men to take parental leave helps level the playing field for women. It reduces the “motherhood penalty” and supports a culture where caregiving is a shared responsibility — not a gendered one.

Stronger Employer Brand

Companies that offer inclusive, family-friendly policies are more attractive to top talent. This is especially true for younger generations. They prioritise work-life balance and values-driven employers.

Alignment with ESG and DEI Goals

Enhanced paternity leave supports broader Environmental, Social, and Governance (ESG) and Diversity, Equity, and Inclusion (DEI) commitments. It signals that your organisation is serious about equity and wellbeing.

Looking Ahead

As Men’s Health Week and the Dad’s Strike highlight the challenges faced by working fathers and co-parents, this is a pivotal moment for HR leaders to reflect, and take action. Supporting families in the workplace isn’t just a symbolic gesture; it’s a long-term investment in building inclusive, resilient, and future-ready organisations.

By rethinking parental leave policies, embracing flexibility, and fostering a culture where caregiving is valued regardless of gender, employers can drive meaningful change. A more equitable approach to paternity leave strengthens families, supports employee wellbeing, and helps close persistent gender gaps in the workplace.

If you’d like to find out more about how you can support families in the workplace, contact us today for an initial chat.

References:

https://www.acas.org.uk/paternity-rights-leave-and-pay

https://committees.parliament.uk/publications/48254/documents/252625/default

1st May 20256th May 2025

Future of Workplace Learning: Embracing Technology and Skills Development

Looking ahead to the future of workplace learning, significant changes are expected. Due to advances in technology, evolving workforce expectations, and the need for flexibility in a rapidly changing business environment, organisations must stay ahead to stay competitive. Here are some key trends to watch, potential challenges, and how organisations can prepare for them:

Key trends to watch for and how organisations can prepare for them:

1. AI-Driven Personalisation:

Artificial Intelligence (AI) will continue to revolutionise workplace learning by offering hyper-personalised learning experiences. Firstly, AI-powered platforms can analyse employee performance, learning preferences, and skill gaps. As a result, they deliver tailored content that resonates with individual learners. Moreover, this approach ensures that training is both efficient and effective and ultimately, it enhances engagement and retention.

Preparation Tip: Invest in AI-driven learning management systems (LMS) that can offer personalised learning paths for employees. Encourage a culture of continuous learning by integrating AI tools that adapt to the evolving needs of your workforce.

2. Upskilling, Reskilling, and Right-Skilling:

The rapid pace of technological change and shifting market demands require continuous skill development. Upskilling focuses on enhancing existing skills, reskilling equips employees for new roles, and right-skilling ensures employees have the precise competencies required for their positions

Preparation Tip: Develop a comprehensive skill development strategy that includes regular assessments of skill gaps and targeted training programs. Encourage employees to take ownership of their learning journeys by providing access to diverse learning resources.

3. Immersive Learning Technologies:

Virtual Reality (VR) creates a completely digital world. Augmented Reality (AR) adds digital elements to the real world. Mixed Reality (MR) combines both. These technologies will play a big role in workplace learning. They offer immersive and interactive experiences. This helps employees understand and remember complex concepts better.

Preparation Tip: Explore the potential of immersive learning technologies by piloting VR or AR training modules. Evaluate their effectiveness and scalability before integrating them into your broader learning strategy.

4. Microlearning and On-Demand Learning:

Microlearning, which involves delivering content in small, manageable chunks, will become increasingly popular. This approach caters to the modern learner’s preference for quick, easily digestible information. Likewise, on-demand learning platforms will also gain traction, allowing employees to access training materials anytime, anywhere.

Preparation Tip: Create a library of microlearning modules that employees can access on-demand. Make sure that these modules are mobile-friendly and cover a wide range of topics relevant to your workforce.

5. Data-Driven Learning and Analytics:

Data analytics will play a crucial role in shaping workplace learning strategies. By leveraging data, organisations can gain insights into learning patterns and also identify areas for improvement. They can also measure the impact of training programs.

Preparation Tip: Implement data analytics tools to track and analyse learning metrics. Use these insights to continuously refine and improve your learning programs, ensuring they align with organisational goals and employee needs.

6. Emphasis on Soft Skills:

Automation and AI are taking over routine tasks. As a result, soft skills like communication, leadership, and emotional intelligence will become increasingly important. Therefore, organisations will need to focus on developing these skills to guarantee a well-rounded and adaptable workforce.

Preparation Tip: Incorporate soft skills training into your learning and development programs. Offer workshops, coaching sessions, and mentorship opportunities to help employees build these essential skills.

7. Integration of Learning and Career Development:

Learning and career development will become more intertwined, with organisations recognising the importance of providing clear career progression paths. This approach not only enhances employee engagement but also aids in talent retention as well.

Preparation Tip: Align learning programs with career development initiatives. Provide employees with opportunities to advance their careers through targeted training and development plans.

Future of Workplace Learning

In navigating the evolving landscape of workplace learning, it’s clear there are real challenges. Rising costs and complex data systems are among these challenges. Likewise resistance to change and measuring soft skills are also significant obstacles. Furthermore, the latest ACAS survey shows that 26% of UK workers are worried about AI causing job losses. Thus, it’s crucial for employers to tackle these concerns. With the right tools and mindset, organisations can turn these hurdles into stepping stones.

By embracing AI-driven learning platforms, piloting immersive technologies, and creating flexible microlearning experiences, businesses can deliver training that sticks. Incorporating robust data analytics guarantees learning is meaningful. Embedding soft skills development into everyday feedback ensures it is measurable.

Success lies in aligning learning with career growth. It involves cultivating a culture where curiosity, growth, and adaptability are part of everyday work life. Organisations that take these steps today will be better equipped to build resilient, future-ready teams. These teams will be ready to thrive no matter what the next decade brings.

Ready to future-proof your team’s growth? Start by rethinking your learning strategy. Explore tools, pilot new approaches, and spark a culture of continuous learning. The future of work starts with how we learn today.

We are here to help and would love to chat. Contact us today for a free, no-commitment discussion about the future of workplace learning in your organisation. Let’s explore where you are now, where you’d like to be, and of course, how best to get there. Drop us a note at jeremy@kestrelhr.co.uk today, and we’ll set something up.

References:

[1](https://hrtoday.in/insights/learning-and-development-trends-for-2025-shaping-the-future-of-workplace-learning/)

[2](https://trainingmag.com/key-2025-trends-in-learning-development-and-leadership-for-the-modern-workforce/)

[3](https://itdworld.com/blog/human-resources/learning-and-development-future-trends/)

[4](https://learning.linkedin.com/resources/workplace-learning-report)

[5](https://www.acas.org.uk/1-in-4-workers-worry-that-ai-will-lead-to-job-losses)

2nd March 20253rd March 2025

Boosting Employee Retention Through a Positive Work Culture

Employee retention is a critical aspect of any successful business. High turnover rates can be costly and disruptive, affecting productivity and morale. As an employer, it’s essential to understand the factors that contribute to employee satisfaction and loyalty. One of the most significant factors is a positive work culture. With Employee Appreciation Day coming up on March 7th, now is the perfect time to reflect on how you can enhance your retention efforts by fostering a supportive and engaging workplace culture.

The Importance of Employee Retention

Retaining talented employees is vital for several reasons:

Cost Savings: Hiring and training new employees can be expensive. Retaining existing staff reduces recruitment and onboarding costs.
Productivity: Experienced employees are more efficient and require less supervision, leading to higher productivity.
Morale: High turnover can negatively impact team morale. A stable workforce fosters a positive work environment.
Customer Satisfaction: Long-term employees build stronger relationships with customers, leading to better service and loyalty.

The Correlation Between Work Culture and Retention

A positive work culture is a powerful tool in retaining employees. When employees feel valued and part of a supportive culture, they are more likely to stay with the company. Here are some ways to build a strong culture that enhances retention:

Encourage Open Communication: Foster an environment where employees feel comfortable sharing their ideas, feedback, and concerns. Regularly hold team meetings and one-on-one check-ins to maintain open lines of communication.
Promote Work-Life Balance: Support your employees in achieving a healthy work-life balance by offering flexible work hours, remote work options, and wellness programs. Encourage taking breaks and annual leave to prevent burnout.
Recognise and Reward Achievements: Implement recognition programs to celebrate employees’ accomplishments. This can include Employee of the Month awards, performance bonuses, and public acknowledgments.
Invest in Professional Development: Provide opportunities for employees to grow and develop their skills. Offer training programs, workshops, and mentorship opportunities to help them advance in their careers.
Foster Inclusivity and Diversity: Create an inclusive culture where diversity is celebrated. Ensure that all employees feel respected and valued, regardless of their background. Promote diversity in hiring and create employee resource groups.
Encourage Team Building: Organise team-building activities and events to strengthen relationships and build a sense of community. This can include team outings, workshops, and social events.
Lead by Example: Leadership plays a crucial role in shaping workplace culture. Demonstrate the values and behaviours you want to see in your employees. Show empathy, integrity, and respect in all interactions.
Provide a Positive Work Environment: Ensure that the physical workspace is comfortable and conducive to productivity. This includes ergonomic furniture, adequate lighting, and a clean, organised environment.
Empower Employees: Give employees autonomy and trust them to make decisions. Encourage them to take ownership of their work and provide opportunities for them to lead projects.
Celebrate Milestones and Successes: Acknowledge and celebrate both individual and team achievements. This can be done through company-wide announcements, celebrations, or small tokens of appreciation.

Celebrating Employee Appreciation Day

Employee Appreciation Day on March 7th is an excellent opportunity to put these strategies into action. Here are some ideas to celebrate this special day:

Host a Company-Wide Event: Organise a fun event, such as a luncheon, picnic, or virtual gathering, to show your appreciation.
Give Thoughtful Gifts: Consider giving small, thoughtful gifts or tokens of appreciation, such as gift cards or personalised items.
Public Recognition: Use your company’s communication channels to publicly recognise and thank employees for their hard work and dedication.

Conclusion

Employee retention is crucial for the success of any business. By fostering a positive work culture and showing genuine appreciation, you can create a work environment that encourages loyalty and reduces turnover. As Employee Appreciation Day approaches, take the time to reflect on how you can enhance your retention efforts and celebrate the invaluable members of your team.

Remember, a strong culture and a little appreciation go a long way in building a committed workforce.

If you’d like to have support on this or any other HR or recruitment issues, contact us today for an initial chat.