(PR in) HR Pulse | HR News Round-up: 11th – 17th September 2023

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How can employers manage toxicity in the workplace?

Toxic workplace cultures have been an ongoing topic of discussion in recent news but according to a report published in 2022 by Gleeson Recruitment Group, nearly all (93%) of UK employees have experienced toxicity in the workplace. 

The majority (82%) of respondents say they've quit their job due to a toxic boss - the most cited grievances involved experiencing undermining behaviour, being subjected to inappropriate comments, being micromanaged and receiving public criticism.

Rebecca Mian, Head of HR at Benenden Health says, senior leadership's tone can greatly influence a workplace, either due to their own unethical behaviours or the presence of such behaviours lower down the hierarchy, overlooked by leadership teams. She adds that regardless of the reason, businesses must be held accountable and prevent toxicity in their workplace culture.

Amrit Sandhar, Founder of The Engagement Coach says, passive-aggressive behaviours undermine the confidence of even experienced individuals. Often, this is driven by managers and leaders trying to hide incompetence or gain more power and influence over others.

Tracey Paxton, Managing Director of The Employee Resilience Company and Partner of BHSF says, when organisations impose heavy workloads and discourage sick leave, they create a toxic culture that promotes sickness presenteeism at work. She adds that 'leavism' where employees feel pressured to work beyond their regular hours to manage their workload and prove their value to the organisation, further contributes to this toxicity.

Sandhar says, to combat toxicity and encourage employees to speak up, organisations need to create fear-free structures that proactively address issues - setting a clear vision for a positive workplace culture and providing reporting avenues. He adds that employers also need to establish clear boundaries on what is acceptable behaviour in the workplace.

Mian recommends involving HRs or internal people specialists to open a line of communication with employees - the specialists also need to have strong anti-bullying and harassment protocols in place for addressing formal complaints. She adds that managers need to prioritise discussing employee wellbeing in regular one-to-one meetings, not just focusing on performance. Mian says that HR teams need to maintain an open-door policy, making themselves approachable and available as an additional resource for employees seeking support, especially if the toxic behaviour is coming from their line manager.

Source: Employee Benefits.

A quarter of employees don’t have access to personal development opportunities

A recent report from GoodHabitz which surveyed 13,000 employees across Europe reveals a quarter (25%) of employees aren’t able to access essential personal development opportunities, even though it plays a pivotal role in employee retention. 

Although nearly half (43%) of UK employees can access online and offline training courses - the access rates for European countries such as Denmark (55%) and the Netherlands (51%) are much higher.

Surprisingly, UK employees (15%) are also less proactive in seeking additional opportunities from their employers when compared to their European counterparts (39%).

However, the report shows that the majority (81%) of UK employees recognise the importance of learning and development in their professional growth. 

The report also found that nearly all (85%) of UK employers believe they prioritise their employees' requests for personal development, but almost half (41%) of UK employees share the same opinion.

Mark Thompson, the UK Manager at GoodHabitz says, establishing a learning culture in an organisation is a collective effort, not the responsibility of one person and requires individual, team, and organisational commitment. It's concerning that nearly a quarter of UK employees still lack access to development training, possibly due to employers prioritising other tasks over personal development. He adds that UK employees need to put in more effort as well. 

Thompson says he’s surprised that HR and L&D managers aren’t prioritising opportunities available to employees as more than two-thirds (65%) of UK employees contemplate leaving their employers if there is a lack of them. He also adds that skill-building also plays a crucial role in narrowing the talent gap.

Source: HR Review.

Employees quit due to employer’s poor handling of fertility treatment

New research from The Fawcett Society and Totaljobs has found that over the past five years, nearly a quarter (20%) of employees who have had fertility treatment have left their organisations due to their employer's poor handling of the matter.

Of the 2000 employees surveyed, an additional third (33%) of respondents have contemplated leaving their employers.

Over three-quarters (77%) also faced challenges at work while navigating through fertility issues, and the majority (80%) of women surveyed said workplaces should actively encourage more open discussions about fertility.

The report found that nearly two-thirds (59%) of respondents hid their fertility treatment from their managers and more than two-thirds (68%) kept it from HR. 

However, as nearly all (92%) of those undergoing treatment have had to take time off from work - more than a third (39%) recorded the time off as sick leave, while nearly a quarter (23%) opted to take unpaid leave to keep their secret and avoid the stigma around fertility treatment in the workplace. 

The report also found that while the majority (80%) of organisations said they provide some level of fertility support, only around half (40%) had established specific policies for it. More than three-quarters (77%) of these organisations also said they faced difficulties such as limited awareness throughout the organisation and insufficient resources when attempting to implement fertility support in the workplace.

Jemima Olchawski, Chief Executive at The Fawcett Society says, establishing a supportive environment for employees undergoing fertility treatment will include increased employee happiness, enhanced retention rates, and improved career development opportunities for women. She adds that this will also contribute to closing the gender pay gap and fostering a thriving and engaged workforce. 

Olchawski urges businesses and the government to implement policies that support employees undergoing fertility treatment through flexibility and empathy, ensuring that women who want children aren’t put at a disadvantage in the workplace.

Jane Lorigan, Managing Director at Totaljobs Group says, undergoing fertility treatment has a profound impact on every aspect of a person’s life, so although it may be a sensitive topic to discuss in the workplace, employers who do broach the topic with compassion and understanding can be incredibly supportive and make the process for employees more manageable. She adds that infertility is a very delicate subject but starting these conversations is important for creating a more inclusive and supportive work environment for all.

Lorigan says that the current research shows the lack of awareness is a fundamental reason why employers don’t take a more proactive approach or offer more substantial support to employees dealing with infertility.

Source: Personnel Today.

And here are links to other really interesting news stories this week:

HR Magazine: Government urged to back mandatory ethnicity pay reporting

HR Magazine: Wages outstrip inflation while unemployment grows  

HR Review: Confusing workplace dress codes leave job seekers from underrepresented groups feeling disadvantaged

The HR Director: Just seven percent have had AI training