With the school holidays on the horizon, employees are busy putting in their annual leave requests for the summer months. However people want to spend their holiday (we are happy with a week in the sun with nothing but a good book and a glass of something chilled!), it can be difficult to find a balance between employee requests and appropriate staffing levels.

Employers should recognise that annual leave is an important benefit that contributes to staff morale. Encouraging employees to take their leave not only shows that they are valued but also helps to maintain productivity by preventing burnout. Furthermore, regular leave helps reduce sickness absence, as employees have the chance to rest and recharge (although if you’ve ever been on holiday with small children, it’s not always so restful!).

You also need to ensure that you have enough staff to meet your ongoing business needs, even during the summer months. This is especially crucial for those business in the hospitality and leisure industry as the summer months can be some of the busiest of the year.

It is essential for employers to have a comprehensive annual leave policy that outlines the procedures for requesting leave, the responsibilities of both managers and employees, and the processes to follow. By doing so, employers can foster a positive work environment that values work-life balance and employee wellbeing and also ensure that business operations continue smoothly throughout the year.

Using a HR system, such as Breathe HR, to manage holiday can be really useful for several reasons. Breathe HR can streamline the management of holiday by capturing entitlements for all staff, including part time employees, managing all holiday requests and approvals online via employee self-service, while giving clear visibility of staffing levels in any particular team, department or location.

All whilst also ensuring all your employee data and documents are stored securely with relevant access for employees and line managers.

If you’re struggling to work out who is on holiday and when in your business, then get in touch to find out more about how we can help.

The bill containing the government’s much heralded changes to employment protections completed its House of Lords committee stage on 24 June. It looks increasingly likely that it will receive Royal Assent in late September or early October 2025.

On 2 July 2025, the Government published a roadmap showing when they anticipate the changes will take effect.

Some amendments have already been agreed, although they will not have a day-to -day effect on our clients. To remind you of the main provisions that will have an impact and the approximate date they will take effect according to the roadmap:

Widening the entitlement to SSP and requiring payment from day 1 of absence – April 2026.

The removal of qualifying periods for paternity leave and ordinary parental leave, making these day-one rights – April 2026

Tightening up the law around ‘fire and rehire’ – October 2026

Tightening up the requirement for Employers to prevent sexual harassment especially around 3rd party harassment – October 2026

Removal of the two-year service requirement for ordinary unfair dismissal claims, allowing employees to claim unfair dismissal from their first day of employment – sometime in 2027

Making flexible working the default from day one for all workers, with employers needing to accommodate requests as far as is reasonable – sometime in 2027.

A statutory right to bereavement leave for all employees – sometime in 2027.

Rights for Zero hours workers to a guaranteed number of hours if they work regular hours over a defined period – sometime in 2027

Expansion of obligations for collective consultation during redundancies of 20 people or more – sometime in 2027.

Requiring larger employers (250+ staff) to create an action plan to address the gender pay gap – voluntarily from April 2026 and compulsory in 2027.

Look out for our forthcoming content and webinars on preparing for the changes.

Under the Equality Act 2010, employers have a duty to make reasonable adjustments for disabled employees. This does not necessarily mean employees with physical disabilities, and can apply to a range of conditions including mental health.

ACAS recently reported issues with employers failing to do this, leading to an uptick in tribunal cases.

Whether the duty applies and whether an adjustment is reasonable should always be assessed on a case-by-case basis – what may be reasonable for one employee will not necessarily be for another. This is a tricky area for employers to get right and we have set out below a few tips that may assist.

Encourage openness and a supportive culture where people aren’t afraid to discuss problems they may be experiencing.

Train line managers on handling sensitive, difficult conversations.

Keep clear records – document all requests for reasonable adjustments, as well as discussions that take place and decisions made. If you have decided not to implement an adjustment, record this properly and speak to the employee to set out the reasons.

Once implemented, review and adapt as needs can change. Regularly check in with employees to ensure that any adjustments remain effective.

Review and adapt – needs can change.

Seek advice where needed.

During the 2020 pandemic which seems like a lifetime ago, mental health emerged as a crucial topic. Employers found themselves stepping up to look after their employees’ well-being, becoming more involved in their personal lives. Workplaces became spaces for greater openness, with employees sharing glimpses of their lives during Zoom and Teams calls, whether it was kids making an appearance or pets lounging in the background. This is a moment that captured a collective spirit: We’re all in this together.

Five years on, it is still important to maintain that sense of community in the workplace. We spend a significant amount of time at work with our colleagues. For those who live alone or face difficult home situations, the sense of belonging at work is more vital than ever. A strong sense of community can have a profound impact on employees’ mental health.

Employers have a duty of care to support their employees’ well-being. Mental health is just as important as physical health, and it’s crucial to recognize that mental illness can, in some instances, be classified as a disability under the Equality Act 2010. This means employees could potentially raise a grievance or even claim constructive unfair dismissal if they believe that their employer failed to provide the support they needed. Notably, the remedies for a successful claim in such cases are uncapped.

Community being the theme for Mental Health Awareness Week 2025, employers can create an environment where employees feel valued, supported, and connected. Implementing these strategies not only enhances employee well-being but also leads to improved performance, lower absenteeism, and a more positive workplace culture.

Employers can foster a sense of community by creating a culture of support. When employees feel a sense of belonging, they experience less stress, higher job satisfaction, and overall better mental health, which translates into fewer sick days, increased productivity, and stronger company performance.

1. Community-Building Activities
Team-Away Days: Organise activities that improve collaboration and bonding – these can be trips away from the office – escape rooms and cooking classes tend to be popular choices.
Volunteer Opportunities: Partner with local charities and encourage employees to volunteer together, fostering a sense of purpose and connection. For example, at Menzies, we host Make a Difference Week, where staff take part in volunteering activities with local charities.

2. Mental Health Education
Guest Speakers: Invite mental health professionals to speak on the importance of community support for mental health.
Workshops and Webinars: Offer educational sessions on topics such as stress management, mindfulness, and maintaining good relationships at work.
Mental Health First aiders: Introduce training for Mental health first aiders who employees can reach out to for support.

3. Community Engagement
Local Events: Host or participate in events that promote mental health awareness, such as charity runs, wellness fairs, or community health initiatives.
Internal channels: Encourage employees to share their useful sources of information, and if possible, their own personal stories to champion the cause. This will help to build a sense of solidarity.

4. Safe Spaces
Quiet Rooms: Create designated areas where employees can take a break and recharge.
Open-Door Policy: Foster an open-door culture where employees feel comfortable discussing their mental health concerns with their manager or the Mental health first aiders.

5. Resource Sharing
Mental Health Resources: Provide access to resources such as an Employee Assistance Provider (EAP) and external sources such as the NHS and Mental Health England.