The 7th annual MAD World Summit

Some employees are not suited to managing people but are forced into these roles because that’s the only way to rise up the career ladder. As discussed in this feature, this is ultimately detrimental to the health and productivity of both the individual and the institution, and could be one reason behind the unprecedented numbers of managers currently experiencing burnout.

With the nature of work changing so much and so quickly, some progressive employers are ensuring they have alternative career paths for those employees who are experts in their field but are not interested in managing a team; so they are maximising their human resource to gain competitive advantage, not to mention making work sustainable for people.

But, by the same token, many more companies are not looking at this problem because addressing it means huge structural changes to move away from legacy structures. 

This feature looks at how, practically, you would start to create a two tier career progression path which caters for both those who want to manage people, and those who prefer to focus on their expertise without this. It starts by looking at what the institution can do, then what the individual can do, as job crafting in this way needs to be a co-creation for the best chance of success.

From the Institution’s point of view…

Restructuring – where to start?

Unless you’re a start-up, you’ll be coming at this from a position of having a legacy organisational design in place which you’ll need to change. 

“So you need to be clear on what your organisational design and principles are and how these align to your business strategy,” says Katherine Billingham-Mohamed, Leadership and Engagement Director, Ipsos. “For example, you have to know how many people you need in people management roles and how much time you need them  to invest in this aspect of their job… And what kind of outcomes you want to drive.”

As she says, historically, allocating time to people management has been poor, with not enough structure and clarity around it. Restructuring is an opportunity to address this and support people managers better, being clear about what’s expected of them, what great leadership looks like and how this performance is measured.

Similarly, you need to have clarity around the non-people management roles, too, also understanding “what outcomes they are expected to drive and how these align back to the business strategy, focusing equally on investment in development and measurement”, adds Billingham-Mohamed, she continues:

“This is really important but I think organisations sometimes restructure by thinking ‘well, I’ve got people who are great at X, so let’s design a role around this’. And I’m not saying that is not important – I’m saying that the organisation needs to link job design to the business needs and strategy.”

She advises the first thing to do is audit where the company is in terms of number of employees, managers and departments, how the ‘work flow works’ and set out clear accountabilities in role design. 

“You want to create an organisational structure where people have the ability to move up through roles, both in a line manager capacity and a non-people oriented capacity. There’s nothing worse than starting a new role and not being able to see a future development path that’s right for you,” she says.

One of her biggest learnings from leading this work in previous organisations, where it proved a real struggle to create this two tier structure is:

“We didn’t put enough emphasis on the non-people management roles. We really focused on wanting brilliance from the people leaders but, actually, what we didn’t do equally was go far enough to explain the other roles and show how they are available at all levels through a different career path. It’s important with any type of role redesign to show how each role is valued equally.”

Pick your words carefully

As you’ll notice from this feature already, there is a challenge around what to call those employees who do not opt to do the traditional line management role to progress. Defining a group of employees by their lack ie. “those who don’t manage people” will not help you market this path.

In this feature, interviewees talked about “individual contributors”. Others talk about “technicians” or “technical experts”, but it’s important you choose a term that fits your company and which there are positive connotations around.

Address the stigma of not being a line manager

As touched on in the last point, language can help address the stigma, but you’ll probably need to do more than just this.

“There’s absolutely a destigmatisation piece to do,” says Elliot Foster, Workplace Wellbeing Strategy Consultant, SuperWellness. “There’s still very much a stereotype around ‘if you’re not a manager, then you can’t be very good at your job’. But, actually, whether or not you like the people side shouldn’t define whether you’re good at your job or not.”

On the contrary, Foster believes that those employees who recognise that they are not suited to people management should be celebrated for their high self-awareness and emotional intelligence.

The best way to address stigma is via stories, says Billingham-Mohamed: “you’ve got to open the gates with stories, so people can see other people doing it”.

Don’t put the technicians in ivory towers

While your subject experts won’t be line managing, you don’t want them feeling out on a limb or not integrated into their team and company.

“You still have to have them in teams and doing collaborative working,” says Foster. “It’s important to keep them involved so you are not saying ‘do your job and we’ll see you later!’. This is especially true when hybrid working”.

Billingham-Mohamed agrees adding that the institution still has a responsibility to ensure these employees are involved in the self-development of others such as coaching, knowledge sharing and feedback. 

Speak to your neurodiversity network 

As touched on in this feature, while it’s not true across the board, there’s often high levels of neurodivergency within technical specialists who would prefer not to have the people management element to be part of their job. 

Billingham-Mohamed has definitely found this to be the case in her work and suggests talking to your company’s neurodiversity network early on in the process, to get their support and insight, is a good idea.

From the individual’s point of view…

Recognise the need to manage your career differently now…

“We all know that the job for life has now gone,” says Carolyn Parry, Founder and Lead Coach of Career Alchemy and former President of the Career Development Institute. “But companies have to help their employees job craft and understand who they are, and how to find a job they find purposeful. There’s a need to teach people how to manage their own careers. I’d go as far as to say that it’s almost part of a large corporation’s CSR remit today.”

However, while the institution may have this responsibility, the responsibility equally lies on the employee’s shoulders, too, to be proactive and embrace any resources or training that is made available.

Certainly, with the rise of the gig economy, freelance work, interim roles and portfolio careers, it’s in an individual’s interest to future proof their career and be prepared for what the future of work will increasingly look like.

Older employees might particularly benefit from career management skills to help them navigate their career as they head to retirement or – as this feature on pensions discusses – a situation where they use part time work to plug their pension shortfall.

“If people don’t have career management skills, they are not going to thrive in the workplace environment we have now, which is constant change,” says Parry. “You need resilience and the motivation to constantly grow and learn. If you don’t know how to manage your way through your career, and you don’t understand yourself, the chances are you’re going to end up burning out or being miserable.”

Take the plunge

Companies and industry bodies are increasingly creating opportunities for individuals to get live experiences of other jobs, for learning and to see whether they want to progress in that direction. For instance, some are creating databases of small projects that people can apply to work on to build or develop their capacity.

Others are creating “career safaris” where employees can try jobs out for a few days, or as part of a short experiment, in different parts of the company.

“So I’d advise employees to do a skills gap analysis and use these types of new formats to build their skills and see where they could be used,” says Parry.

Make an effort to know, and tap into your strengths, as well as your sense of purpose

For most people, really getting to the heart of what they want out of a career and what gives them a sense of purpose takes time and reflection.

Many employers offer employees ways to do this reflection such as personality tests and analysis of core values. And, if they don’t, an individual can also source this kind of work themselves through bodies like the Career Development Institute.

But again, employers can offer up tools to help but employees have to meaningfully engage with them to reap the benefits.

Ultimately, as Dhavani Bishop, Head of Group Colleague Health and Wellbeing at Tesco, said at MAD World on this self-development process, it takes “some soul searching”, which only the individual can do.

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The impact of cancer is becoming a pressing concern for employers, with one in two people experiencing a cancer diagnosis in their lifetime. A recent survey by Towergate Health & Protection indicated that nearly 20% of employers anticipate increased demand from their employees for support with serious illness such as cancer.

So, it’s good to see that Reframe Cancer, the provider of specialist cancer support services, is expanding the team with the appointment of Jenni Wilson as a non-executive director.

Jenni brings over 30 years commercial expertise in health insurance, hospitals and healthcare, having held Director roles at Bupa, AXA, Nuffield Health and Simplyhealth – Denplan.  She also founded All About Clarity in 2023, specialising in the healthcare sector.

Reframe Cancer provides expert cancer navigation and support to a wide range of insurers, providers and employers such as Unum, Lime Health, Pulse Insurance as well as Meta and Salesforce. It has experienced a period of rapid growth in 2024, having gained recent partnerships including Amethyst Radiotherapy, Brewers and The National Deaf Children’s Society amongst others.

Jenni Wilson commented: “The need for high quality support products for insurers, providers, employees and patients impacted by cancer has never been more important, especially with cancer rates rising amongst younger people. Reframe Cancer are trusted cancer experts who complement and enhance clinical plans, helping people to navigate their individual cancer journeys and this is one of the many reasons I am thrilled to join as a non-executive director. By bringing my insight and extensive expertise in business growth, leadership and change I believe I can help Reframe Cancer continue to grow and achieve great things including some exciting new product development.”

Mark Stephenson, CEO, Reframe Cancer commented: “I’m delighted to welcome Jenni to our board as a non-executive director. Her invaluable insights have been instrumental in accelerating our growth”

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When the Ford Motor Company first introduced the standard eight hour working day and five day working week in 1926, the employer was lauded as progressive, innovative and at the cutting edge of productivity and high performance. Others quickly followed suit.

It made sense back then because having the entire workforce working the same hours, in the same place, made lives easier, for individuals and line managers alike. But it often doesn’t make sense now, almost one hundred years later, yet some employers are still clinging to the rigidity of this structure, even though – in most cases – it is no longer optimal for employee wellbeing or productivity.

Yes, the global Covid-19 pandemic marked a step change in attitudes and opened minds to the benefits of flexible working, both for the individual and the institution. However, there are plenty of firms now falling back into old patterns and railing against change (or at least trying to, with things like blanket mandates to come back to the office to work).

New thinking around future of work

Similarly, discussion of the 4 Day Week has prompted new thinking again around how to best work in 2024 and beyond. But, again, there has been resistance and companies piloting or adopting it are still very much the outliers.

But another legacy which continues to hold businesses back in terms of wellbeing and productivity that gets much less attention is the often uncompromising structure of career progression.

“Something that is very systemic of UK organisations is that the only way you can develop and be promoted is if you take on a people management role as well as your expertise,” says Elliot Foster, Workplace Wellbeing Strategy Consultant, SuperWellness. “But some people just aren’t ‘people people’ and the system doesn’t support them to be the best they can be.”

We need to imagine new career progressions

Carolyn Parry, Founder and Lead Coach of Career Alchemy and former President of the Career Development Institute, agrees believing the old patterns of the “factory mindset” are so ingrained in our culture and routines that we are going to have to work hard at creating new alternatives:

“In the same way that people still think ‘9 to 5’, I think the unconscious tendency is to go back to thinking that progression means ‘going up the ladder’. We need to imagine other ways of working.”

There are emerging examples where organisations are realising the huge detrimental impact of only allowing employees to progress via line management.

Employers are ‘awakening’

Katherine Billingham-Mohamed, Leadership and Engagement Director, Ipsos, for example, says she’s noticed an “awakening” of sorts among some employers of the huge benefits of “actually investing in people for their bespoke strengths, still enabling them to progress, rather than forcing them down a specific route”.

She has tried to create distinct, differentiated career paths in the past at previous organisations  but it’s been difficult to embed due to how entrenched organisations can be with a “traditional approach to career paths”.  

“It was almost like battling a tradition,” she says. Nevertheless, she’s optimistic that, with such advances in thinking around wellbeing, productivity and job design, that now is the time for change.

Also, with so many more people-related responsibilities landing on line managers’ desks today, companies that get ahead are going to be those who have managers who are good at, and enjoy, the challenge. As Foster says, line management is getting harder in hybrid times which makes it even more necessary to get the right people in these roles:

“It is so much more difficult to pick up on people cues like tonality remotely. Or to pick up on tone in a text or email. It’s very different from speaking face to face in an office where a manager can see their colleague’s face and non verbal signs of their thought process.”

Getting the best from neurodivergent colleagues

Another reason that employers need to get better at placing employees in the right roles is to get the best out of neurodivergent colleagues. With the ‘war on talent’ in the current market, unlocking this potential is going to be key.

Parry has actually seen a two-tier career progression structure work really well in software companies she worked with in the 80s, where there was a high percentage of neurodivergent employees. There were pathways for technicians and pathways for more generalist managers, who took on the people remit.

Obviously, it’s impossible to make generalisations about groups of people, however what she saw was a high proportion of technical experts who preferred to interface with a machine than a person. 

Some people prefer screens to people

“To some neurodivergent people, this feels safe and peaceful. So, particularly in tech careers where there are challenges around some employees’ ability to have those softer emotional intelligence and people skills, alternate paths is essential,” she says.

However, the more we’ve historically gone down the route of equating managing people with career progress, the less and less we’ve valued the individuality of people’s strengths, says Billingham-Mohamed. That means there’s a hidden positive impact on the Diversity & Inclusion agenda, too, of offering alternate career paths which reinstate the value of individual expertise and experience:

“Strength-based progression doesn’t only have a wellbeing benefit, but it’s also a massive positive for inclusion as well because if two people are working together and playing to their strengths, they are likely to be more open to understanding the other, learning and valuing other views and welcoming diversity of thought.”

How does alternate paths boost wellbeing?

We’ve mentioned the wellbeing benefit of giving alternative ways to progress – but how does offering a two tier path of career progression actually boost employee health and wellbeing?

“Think how it feels to be in a job that you don’t like or aren’t suited to,” says Billingham-Mohamed. “Individuals feel demotivated with a lack of energy and I’m convinced that this is connected to burnout.”

Not only that, but you’re potentially storing up bigger, company-wide problems for the future that go far beyond the unhappy, unfulfilled individual. 

“I’ve seen time and time again an employee who has a passion and love for the technical subject but they don’t tend to have that same passion for developing people. A byproduct of that is low team engagement scores and less focus on progressing and developing a team,” says Billingham-Mohamed.

‘Huge issue’ for employers

As Foster says, putting people into people management roles that aren’t suited to it then becomes “a huge issue for the employer on the ground level because team members have not got support and don’t feel like their manager has their back.” 

There are other trends on the horizon, or here already, that employers are going to have to think about in terms of how they restructure their business and redesign job roles to make the most of their human resource. 

Gen Z view careers differently

For instance, Gen Z don’t look at career progression in the same way as previous generations, with purpose and their health and happiness being so much more important to them. If an employer doesn’t give them what they want, they will “take a no-nonsense response and call the employer out – or leave”, says Parry. 

She adds that it’s also the first point in time we’ve had five generations at once in the workforce, all with different needs and motivators, so it’s unrealistic to believe one structure fits all. She predicts in future that there will need to be much more job design co-creation between the institution and the individual, with both playing an active role in shaping how, where and on what they work.

“There are so many different dynamics going on and so much change happening now,” she says. “The more employers can help employees be who they are at work, the more employee engagement there will be and the more value they’ll get from them and the easier they will be to line manage. All in all, while organisational change is difficult, it will be much better for the business.”

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The year 2024 marks a momentous half-century since the establishment of both the International Stress Management Association (ISMA) and the UK’s Health and Safety at Work Act (HSWA). It’s also the 20th anniversary of the Health and Safety Executive’s (HSE) Management Standards on work-related stress. These milestones offer an invaluable opportunity to look back on the strides made in workplace health and wellbeing, reflecting on the significant evolution from rigid, reactive approaches to more holistic, proactive strategies that foster resilience, inclusivity, and productivity.

Creating a culture of empowerment and open communication

A key advancement has been the shift toward empowering employees to speak openly about stress and mental health challenges. Organisations are moving past superficial approaches, implementing real changes that support mental health as part of their core culture. Many companies now offer resources such as flexible schedules, Employee Assistance Programs, and access to mental health resources as standard practice. However, some employees may still hesitate to seek help, underscoring the need for ongoing education and a truly inclusive approach that prioritises mental health at every level. This shift towards open communication represents a profound cultural transformation, where trust and acceptance replace silence and stigma.

Supporting wellbeing through compassionate leadership

The modern workplace has come to recognise that how leaders approach mental health profoundly impacts their teams. A supportive workplace culture begins at the top, with leadership setting the tone by prioritising wellbeing and actively listening to employee feedback. While extensive structural change may not always be feasible, the simplest actions—such as expressing appreciation, promoting work-life balance, and encouraging mental health days—can have a significant positive impact on staff wellbeing. This commitment to compassionate leadership lays the foundation for a resilient, dedicated workforce that feels valued on a fundamental level.

The impact of hybrid work and flexibility on mental health

The COVID-19 pandemic reshaped our approach to work, with flexible and hybrid models now an expectation rather than a luxury. Today, many employees seek environments where their unique needs are respected, whether that involves remote work, flexible hours, or designated mental health days. Organisations now face the challenge of maintaining connectivity and collaboration across different work models while supporting individual mental health. Adapting to these changing expectations requires careful consideration of work-life balance, and a willingness to innovate, allowing employees to thrive both personally and professionally in hybrid work settings.

Moving towards a holistic definition of workplace health

The original purpose of the HSWA was to ensure safe physical environments, but the understanding of what constitutes a safe workplace has expanded over the years. Today, responsible organisations acknowledge that health encompasses physical, mental, and emotional dimensions, with wellbeing initiatives that address these interconnected aspects. A growing number of companies are now implementing holistic health programmes that address not only workplace stress but also lifestyle factors such as sleep, nutrition, and exercise. These comprehensive approaches often result in greater job satisfaction and higher productivity, as employees experience a more balanced, healthier work environment.

A vision for the future: prioritising proactive strategies and collective responsibility

As we celebrate the progress of the last fifty years, it’s clear that there is more work to be done. Forward-thinking organisations understand that preventing stress before it escalates is essential for sustaining a healthy workplace. By fostering a proactive approach to mental health—incorporating stress risk assessments, employee training, and preventive support strategies—companies can create a culture of resilience. Leaders are also recognising the importance of collective responsibility, where everyone has a role in creating a mentally healthy workplace, from entry-level employees to senior executives.

This continued commitment to employee wellbeing has transformed the modern workplace, with mental health now seen as integral to organisational success. The days of ignoring mental health are behind us, replaced by a movement where companies are striving to build environments that support, value, and nurture every employee.

As we look to the future, the challenge lies in sustaining and advancing this progress, ensuring that mental health remains a priority for generations to come. A culture of open dialogue, genuine respect, and supportive practices will allow organisations to not only meet the needs of today’s workforce but to pave the way for a healthier, more engaged workforce of tomorrow.

About the author

Carole Spiers, FISMA, FPSA, MIHE, is the CEO of Carole Spiers Group, a prominent UK-based stress management consultancy with a strong presence both nationally and internationally. Recognised for her expertise in resilience, health, and wellbeing, Carole is a frequent contributor as a BBC guest broadcaster and the author of Show Stress Who’s Boss! 

She also serves as Chair of ISMA^UK and is a highly sought-after motivational speaker, addressing audiences around the world. Her insights are regularly featured in national press and media. Additionally, on behalf of ISMA^UK, she founded International Stress Awareness Day in 1998 and International Stress Awareness Week in 2018, establishing platforms to drive global awareness on stress management and mental health.

www.isma.org.uk  www.carolespiersgroup.co.uk 

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20% of the global population is neurodivergent, but the their incredible talent becomes wasted when they don’t have the opportunity to succeed. A new book – Spectrum of Success by Thomas Duncan Bell – uncovers how we can create a more accessible work culture that champions neurodiversity and promotes allyship and collaboration. 

Through research and interviews with neurodiverse business  leaders, mental health expert the book uncovers how we can support and  champion neurodiversity at work and beyond. Drawing upon his own experiences with  ADHD and bipolar disorder, the book also offers an enlightening insight into how  neurodiverse individuals can thrive in the modern world. 

Thomas Duncan Bell is a leading wellbeing and neurodiversity speaker and consultant. He is the founder of mental health consultancy My Whole Self. He draws upon his professional expertise and his own experiences of living with bipolar disorder, ADHD, dyslexia and PTSD to offer insights to leading organisations including the BBC, American Express and Mercedes Benz.

You can find out more about the book and order your copy here.

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A workplace should be more than a place for completing tasks; it should also be a space where people connect, grow, and find purpose. A thoughtfully developed workplace community can meet these needs, enriching the employee experience. However, creating workplace communities requires a strategic approach to ensure they resonate with team members.

This guide explores the benefits of workplace communities, highlights successful examples, identifies common mistakes to avoid, and shares best practices for fostering communities that bring employees together and drive workplace satisfaction and productivity.

What defines a workplace community?

A community consists of individuals united by a common goal or interest. In everyday life, communities form naturally, such as local neighbourhoods or groups of people who share similar experiences or goals, like students studying abroad or female entrepreneurs. Similarly, workplace communities can develop to enhance employee engagement, provide support, and foster a sense of belonging.

Examples of workplace communities

1. Corporate change-makers
   Some companies encourage groups of employees to come together as corporate change-makers, focusing on positive initiatives like sustainability and innovative problem-solving. This type of community allows employees to drive meaningful change while supporting company goals.
2. Learning communities
   Many employees seek growth opportunities at work. Learning communities can fulfil these aspirations, enabling employees to share knowledge, learn new skills, and even attend workshops or conferences, creating a mutual benefit for individuals and the organisation.
3. Employee resource groups (ERGs)
   ERGs cater to employees with specific interests or needs, such as mental health support, parental support, or diversity and inclusion advocacy. Around 90% of Fortune 500 companies now support ERGs, recognizing their value in fostering workplace inclusivity.

The benefits of workplace communities

For employees:

• Sense of belonging
  Shared interests and goals foster a sense of community and belonging, making employees feel valued and connected.
• Personal fulfilment
  Being part of a workplace community allows employees to contribute to a shared purpose, enhancing job satisfaction.
• Enhanced collaboration
  Employees who feel connected are often more collaborative and supportive, improving organisational teamwork.
• Learning and growth
  Communities provide opportunities for employees to learn from each other, boosting personal and professional growth.

For organisations:

• Increased engagement
  A strong sense of community promotes engagement, as employees feel more motivated and aligned with the organisation’s goals.
• Employee retention
  Employees who feel part of a community are more likely to stay with their organisation, enhancing retention and loyalty.
• Higher morale and satisfaction
  Workplace communities foster a supportive environment, boosting morale and overall job satisfaction.
• Encouragement of innovation
  Communities encourage interaction among diverse groups, sparking creativity and innovation.
• Stronger corporate culture
  Communities reflect corporate values and strengthen the culture by aligning with the organisation’s vision and goals.

Best practices for building a workplace community

1. Take a people-centred approach
   Avoid generic communities that may not resonate with your employees. Understand their interests and values to create communities that they find meaningful and appealing.
2. Involve employees in community creation
   Give employees the chance to suggest and vote on community initiatives. When they have a say, employees are more likely to feel invested and participate actively.
3. Encourage employee-driven communities
   Empower employees to form their communities. This bottom-up approach builds trust in employees’ initiatives and creates authentic engagement.
4. Clearly define each community’s purpose
   Each community should have a clear purpose that resonates with employees. Communicate the community’s goals and the benefits it offers to encourage participation.
5. Align communities with corporate values
   Communities should reflect your organisation’s values to reinforce authenticity and build employee trust. A growth-focused community may be a natural fit if empowerment is a core value.
6. Celebrate community achievements
   Share stories and milestones from each community, inspiring others and reinforcing the community’s positive impact on the workplace.
7. Provide support and resources
   Make sure each community has the resources and space needed to thrive. Actively supporting these groups signals your commitment to a people-centric workplace.

Avoid these common mistakes

• Don’t force participation
  Employees should feel free to join communities voluntarily, not pressured into them. Genuine engagement is critical to a community’s success.
• Remember remote and hybrid teams
  Workplace communities should cater to remote and on-site staff, especially given the rise of hybrid work models.
• Don’t overlook corporate values
  A community that aligns with corporate culture strengthens the company’s values. Disregarding this alignment can lead to disconnection and lack of engagement.

Transforming your organisation through workplace communities

Developing workplace communities can be a powerful strategy to boost employee happiness, belonging, and productivity. These communities build strong connections and support teamwork, engagement, and talent retention. With the right approach, your organisation can harness the power of workplace communities to create a dynamic, inclusive culture that drives long-term success.For more information on building workplace communities and tools to support your team, explore how deskbird can help streamline your workplace management and enhance employee connection.

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Yesterday, an email popped into my inbox from Chancellor of the Exchequer, Rachel Reeves. In this she explained that the first Labour Budget in more than 14 years was all about “fixing the foundations to deliver change”.

With a refreshed focus on prevention, this includes over £25.6 billion of new funding to cut waiting times by delivering an extra two million NHS operations, scans and appointments a year.

Here we’ve summarised two expert perspectives on the implications of the Budget for employee health and wellbeing:

The rise in employer National Insurance contributions

As many analysts had predicted, to meet the goal of raising £25 billion a year by the end of 2029/30, Reeves increased employer National Insurance (NI) rates by 1.2% from 13.8% to 15%, effective 6 April 2025. In addition, the threshold at which employers pay NI will change from £9,100 a year to £5,000.

It’s worth mentioning that, combined with changes to the Employment Allowance, the government says that in spite of the NI rate increase, 865,000 businesses will pay no NI contributions at all, and more than half of employers with NI liabilities will either see no change or will gain overall next year.

Commenting on the rise in NI contributions, Matt Russell, CEO of employee benefits technology provider Zest, says: “The spike in Employer NI contributions may curb salary growth but employers will take creative steps to unlock cost-effective approaches to reward employees beyond simply raising wages”.

“Employees are placing increasing importance on financial support from their employer and aren’t afraid to switch jobs to get the perks that they want. Employers must ensure that not only are they increasing investment in their benefits offering but delivering enhanced value by implementing the support employees are calling for”.

“Salary sacrifice is another option employers should be considering to mitigate the impact of rising NI contributions – this approach reduces employee NI payments and benefits both the individual and employer. Our customers are saving over £6.5m each month on employer NI contributions by utilising salary sacrifice which can then be invested back into offering employee the support they need”.

From sickness to prevention

Meanwhile David Williams, head of group risk, Towergate Employee Benefits, points out that although the headlines for the Autumn Budget understandably follow the Government’s plans around National Insurance and other funding mechanisms for public spending, the budget also provided a quiet but welcome insight into its aims around reducing sickness absence within the working age population.

Williams explains: “Firstly, we will see a “Get Britain Working” white paper which will aim to explore root causes of inactivity and poor health (amongst other things). Our employee benefits industry, which focuses so keenly on workplace health and productivity, will need to ensure that the Government listens to our collective voice and vast experience to help them formulate the right solutions. Employee benefits advisers and providers have been focusing on “getting Britain working” for decades through a host of health, protection and wellbeing tools provided under company benefits”.

“Secondly, there were green shoots regarding NHS funding where the Chancellor cited the aim of going “from sickness to prevention”. The employee benefits industry focuses heavily on prevention and rehabilitation for workplace sickness so this phrase is music to our ears”.

“However, the detail is still light and any investment will take time to improve NHS capacity and waiting lists. So it’s crucial that, in the meantime, employers take advantage of private sector support available through their various employee benefits”.

“The frustrating part though is that the increase to employer National Insurance contributions is likely to negatively impact company budgets at exactly the same time that we’re trying to encourage them to spend more on their employees’ health and wellbeing. Our role now is to ensure that the employers know that if they invest in well-structured employee support services then everybody benefits: the employers, the employees, their families and even the NHS”.

For more insight into what business can do to support the NHS, read next week’s special feature on www.makeadifference.media by Suzy Bashford.

In honour of the recent World Menopause Day, we’re celebrating the remarkable achievements of three organisations—Stockport NHS Foundation Trust, E.ON, and Organix Brands Ltd—who have each been awarded the prestigious Menopause Friendly Accreditation. This recognition, established by Henpicked: Menopause in the Workplace, highlights their commitment to creating supportive environments for employees navigating menopause.

Stockport NHS Foundation Trust

Stockport NHS Foundation Trust, which operates Stepping Hill Hospital and various community clinics across Stockport, has made significant strides to support its predominantly female workforce aged 45-55. The introduction of a dedicated menopause clinic has been a game changer, as noted by Sara Wilson, Head of Staff Wellbeing and Occupational Health. “This took a good deal of time, organisation and effort but we fervently believe it is worth it. It is having a really beneficial impact on workforce retention levels, productivity, absenteeism, and, very importantly, patient care.”

To achieve the Menopause Friendly Accreditation, the Trust had to demonstrate effectiveness in key areas: culture, policies and practices, training, engagement, and working environment. The establishment of a Staff Facebook group and café for menopause discussions has encouraged openness, while optional lighter uniforms reflect the Trust’s commitment to employee comfort.

Jackie McShane, Executive Director of Operations, expressed pride in this achievement, stating, “As well as being the right thing to do by our colleagues experiencing menopause, it is also helping us to be a more productive and capable care provider for our local community.”

E.ON

E.ON has proudly maintained its position as the UK’s first menopause-friendly energy company since 2017. The recent accreditation underscores its ongoing dedication to fostering an inclusive workplace. Kirin Kalsi, Director of Legal Compliance and Menopause Matters Lead Sponsor at E.ON, remarked, “Achieving this accreditation reflects our ongoing dedication to creating an inclusive workplace.”

The process included comprehensive training for employees and managers, ensuring policies are inclusive of menopausal needs. Deborah Garlick, CEO of Henpicked, highlighted E.ON’s pioneering role in workplace menopause awareness, stating, “They are hugely deserving of their Menopause Friendly Accreditation.”

Organix Brands Ltd

Organix Brands Ltd, renowned for creating nutritious children’s food, has also received the Menopause Friendly Accreditation. Lucy Critchley, HR Advisor, emphasised the importance of fostering a supportive environment for all employees. “We want our employees, and people who are thinking of working for the company, to know that we take this subject seriously,” she stated.

Through open conversations about menopause and comprehensive training for people managers, Organix has successfully made menopause a taboo-free topic. Their strategy has encouraged participation from male colleagues, enhancing workplace understanding and support.

The urgent need for menopause-friendly policies

A recent report from HR consultancy hoomph highlights the urgent need for businesses to adopt menopause-friendly policies. Surveying 1,000 women, it revealed that nearly two in five reported battling anxiety and almost a quarter experienced depression. Alarmingly, only 5% felt supported by their employers. These statistics underscore the critical importance of creating inclusive and supportive workplaces where employees can thrive through all life stages.

As we celebrate these organisations’ achievements, let their commitment to supporting employees through menopause serve as a model for others. Together, we can break the stigma surrounding menopause and foster an environment of understanding and support for all.

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Is burnout an employee’s responsibility? It was a point, interestingly made, from a member of the audience at a MAD World panel session about meeting the increasing need for personalised mental support. The thinking behind the question was that as so many of us work from home and fluctuate our working hours, is there a potential that employees need to take responsibility for time management to support their own mental health?

The suggestion was that burnout is a combination of workload and how employees structure their work, how efficient they are and whether their work simply fills the time available. So an employee may log in at 8 am and logout at 7pm, but if they use their working time more efficiently, they could have less moments questioning ‘what have I achieved this morning?’. Therefore, helping employees to work more efficiently, so work doesn’t regularly seep into their evenings would be a good use of HR time.

Workload is a major concern for employers managing mental health 

The topic was honed in on after a poll in the room that showed ‘workload’ was a major concern for delegates when it comes to effectively managing mental health problems at work. 

Shamira Graham, Chief Commercial Officer and Principal CBT Therapist at corporate mental health provider Onebright said: “We know the organisational element to workplace mental health is significant, that’s around job demands, resources, interpersonal reactions and workplace strategies. But if someone’s mental health isn’t good, or is getting worse, then their cognitive ability will reduce. Their attention will diminish, as will their concentration and productivity. A task that could take three hours to complete will take longer if mental health is compromised”.

Employers are rightly in the spotlight when it comes to burnout, and employees have their role to play too, but what about vendors and suppliers to the sector? What is their role in supporting employers and employee wellbeing?

What roles do suppliers and vendors have in supporting mental health?

A different panel discussion, on creating informed and effective wellbeing strategies, highlighted support available to buyers – yet the messages for providers were clear too. 

The upshot was that providers need to be true partners to employers. Elton Dorkin, Chief Medical Officer of Rio Tinto, Steve Iley, Chief Medical Officer – health, safety and wellbeing of Jaguar Land Rover, Dr Jo Yarker, Professor in Occupational Psychology at Birkbeck University of London, and Nick Pahl, CEO of the Society of Occupational Medicine discussed the need to work collaboratively so there is a win-win for all parties. 

Provider evidence was discussed, particularly data transparency behind products and services, with the guidance that ROI inflation only goes to create future issues.

Providers need to be willing to work with the organisation to evaluate their impact on outcomes, and on top of that, have a willingness to adapt their offerings to fit organisational needs and a diverse workforce. 

They can help in the procurement process too, guiding employers on the best wellbeing practices, not just the latest products and services. Open conversations are supportive, particularly if an implementation isn’t gaining the results expected. Working together to troubleshoot and improve the situation becomes essential.

This partnership boils down to flexibility, a collaborative approach to support an organisation’s wellbeing goals, along with sector knowledge, rather than just showing up as vendors trying to make a sale.

These all go some way to build trust, at a time when trust has never been needed more. 

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