b33231e1

Good communication across your business helps work outputs, but are you doing it well?

Tue, 14 Apr 2026 16:14:32 GMT

You might be checking in regularly, running stand-ups, or sharing updates across the business. But if teams are still working in silos, unclear on priorities, or pulling in different directions, something isn’t quite clicking.

Good communication isn’t just about how managers have conversations with their teams, it’s about whether the whole business is working towards the same outcome. You might be sharing updates regularly and keeping people informed, but if things still aren’t lining up across teams, something isn’t quite working.

In smaller creative businesses, it might look like:

A client project being delivered slightly off-brief because expectations weren’t fully aligned.
An event being promoted before key details are locked in.
A freelancer working in isolation and missing context that changes the direction of the work.
A small team duplicating effort because no one realised who was owning what.

In larger or more structured teams, it might show up as marketing promoting something that isn’t ready yet, or sales promising features that haven’t been scoped. Different setups, same issue.

If any of this feels familiar, you’re likely dealing with communication silos where information is being shared, but not always joined up. People are having conversations, but not always with a clear understanding of how their work connects to others which is where things can start to drift. Communication is a much broader concept than simply sharing updates. It’s about making sure people are not only informed, but aligned on priorities, expectations, and outcomes.

This is where shared business goals come in. When communication is working well, teams aren’t just focused on their own tasks, they understand how their work contributes to the bigger picture. Leaders and managers are aligned on priorities, messaging is consistent across the business, and there’s a regular rhythm of communication that brings people back to what actually matters. That means department leads talking to each other, not just their own teams. It means managers having enough visibility to spot where work is drifting or where priorities are competing. And it means teams working with each other, not just alongside each other. Without that connection, even the most talented teams can end up pulling in different directions.

With the changes introduced under the Employment Rights Act 2025 now starting to take effect in practice, getting this right matters more than ever. Managers are expected to have a clearer understanding of what’s happening in their teams and that only happens when communication is consistent, two-way, and actually understood. Strong communication isn’t just about sharing information. It’s about creating shared understanding, aligning around goals, and making sure the right people are involved at the right time.

For communication to actually work, a few things need to be in place:

Clarity and shared understanding - It’s not enough to say something; people need to interpret it in the same way. If different teams walk away with different assumptions, work quickly becomes misaligned.
Context, connection and shared goals - Teams need to understand how their work contributes to wider business objectives, not just their own tasks. Just as importantly, they need visibility of how their work connects with other teams, so they’re not operating in isolation or unintentionally working against each other.
The right channel at the right time – A message isn’t useful if it never reaches the people who need it, but it’s not just about visibility, it also matters that you're choosing the right format for the message, whether that’s a quick Slack update, a team discussion, or a more formal written communication when clarity and accountability really matter.

When any of these are missing, information might be shared, but alignment is lost. And that’s when silos start to form, projects slow down, and teams end up working hard but not always together. Strong communication isn’t about getting it right once; it’s about doing the basics consistently, so everyone stays on the same page.

A Quick Sense-Check for Managers and Leaders:

If you’re not sure whether communication is working, it’s worth stepping back and looking at what’s actually happening across your team and across the business.

1. Are teams aligned on the same priorities or just busy?
It’s easy for people to be productive without being aligned. Lots of activity doesn’t always mean the right things are moving forward. If teams are working hard but outcomes feel disjointed, it’s often a sign that priorities haven’t been clearly shared or reinforced.

2. Do people understand how their work connects to wider business goals?
When people only see their own piece of the puzzle, decisions get made in isolation. Strong communication helps people understand not just what they’re doing, but why it matters and how it connects to others.

3. Are managers and team leads consistent in what they’re communicating?
Mixed messages are one of the quickest ways to create confusion. If different managers are setting different expectations, or priorities shift depending on who you speak to, teams will default to guesswork.

4. Are issues being raised early or only when something goes wrong?
If problems are only surfacing once they’ve escalated, it’s usually not because they appeared overnight. It’s because people didn’t feel able or didn’t see the point in raising them sooner.

5. Am I hearing from everyone or just the loudest voices?

In any team, some people will naturally speak up more than others. Good communication isn’t just about listening, it’s about making sure you’re hearing the full picture, not just the most visible parts of it.

6. Are we aligned on what matters most right now?
If leadership teams aren’t clear and united on priorities, that lack of clarity will ripple through the business quickly.

7. Are we communicating that consistently?

It’s not enough to agree behind closed doors. The message needs to be reinforced regularly and consistently, so teams aren’t left trying to interpret shifting direction.

8. Are our teams working together towards shared outcomes or operating in silos?

When communication is working well, teams don’t just coexist, they collaborate. If handovers feel clunky, or teams seem disconnected, it’s often a sign that alignment hasn’t been fully embedded.

If the answer to any of these is “not really”, it’s worth taking a closer look.

What to do if you're not aligned and communication is falling short?

If you’re spotting gaps, the goal isn’t to fix everything at once, it’s to start creating more connection and clarity, consistently. A few simple shifts can make a big difference:

Bring teams back to shared priorities regularly - Don’t assume alignment sticks. Revisit what matters most, especially when things are moving quickly or changing.
Create more visibility across teams - Encourage teams to share updates beyond their immediate group. Even small touchpoints can help others understand what’s happening and where things might overlap.
Get your managers talking to each other, not just their teams - Alignment doesn’t happen in isolation. Regular check-ins between managers or team leads help catch misalignment early.
Be clear on ownership and expectations - A lot of confusion comes from assumptions. Being explicit about who is responsible for what and what “good” looks like removes a lot of unnecessary friction.
Address gaps early, not perfectly - If something feels off, don’t wait until you have the full picture. Starting the conversation early is usually what prevents bigger issues later.

Alignment isn’t something you fix once, it’s something you maintain through consistent, connected communication. If your team needs support, coaching or training in building stronger, more connected ways of working, talk to our team here at Fresh Seed. With the Employment Rights Act 2025 raising the bar on what’s expected from employers, having leaders and managers who can communicate clearly, align business goals and their teams, and understand what’s really going on day-to-day is an essential.

Reach out to us at info@freshseed.co.uk

Small Signs, Big Problems

Tue, 14 Apr 2026 12:04:59 GMT

Spotting Capability Issues Before They Escalate

In creative teams, things can feel “off” long before anyone can clearly explain why. Deadlines start slipping, quality dips, or someone who’s usually reliable just isn’t quite showing up in the same way. These moments are easy to brush off, but they’re often the early signs of a capability issue. And what you do next really matters - spotting a capability issue early is often the difference between a supportive chat and a long, stressful exit process.

Spotting the signs early:

1. Absence

Sometimes, a dip in capability isn’t just about skill; it could be about wellbeing. If a team member who is usually reliable starts having frequent, short-term absences, your "spidey-sense" should tingle. Signs here tend to be a string of one-day absences or frequent onset of "Monday morning flu”.

This isn’t a moment to step in with an immediate formal process mindset. Strong managers lead with curiosity and empathy first. Frequent absence is often a signal that something else is going on - burnout, stress, or underlying health issues. Starting with a simple, opening question like "Is there anything we can do to help support you?" can make all the difference.

At the same time, it’s important not to ignore the pattern. Regular absence has an impact on the team and the work, so noticing it early and addressing it openly helps you support the individual while also keeping things on track.

2. Performance Begins To Slide

Capability issues often manifest as a slow erosion of quality - they don’t show up all at once but instead tend to creep in. In a fast-paced creative environment, this can be devastating for a project’s timeline. You might notice a dip in quality, mistakes they didn't use to make, or missing deadlines without a clear reason, which feels out of character.

When this happens, the most important thing is to understand why . Has the role evolved without the right support? Is the pace of change (new tools, tech, processes, volume of work) becoming overwhelming? Or has something shifted for the individual more broadly?

Starting with curiosity, rather than assumptions, helps you get to the root of the issue faster. In many cases, it’s a gap that can be closed with the right support, clarity, or training. Occasionally, it may also highlight a mismatch between the role and the individual’s current capability, which is important to address early.

3. Changes In Behaviour, Attitude and/or Engagement

Behavioural shifts can be the hardest to pin down, but also often the most telling. You might notice someone becoming more withdrawn, more reactive, or more negative than usual. This could show up as talking over others, disengaging in meetings, turning up late, or contributing less consistently. One of the key things to look out for is patterns, not one-offs. For example, repeatedly raising the same concerns, especially after opportunities have already been given to share feedback or address issues, can be a sign that something isn’t fully landing or being resolved. Left unchecked, this can start to affect team dynamics and create friction.

As with performance, the goal is to understand what’s driving the shift. Is there frustration that hasn’t been addressed? A lack of clarity? Or is the individual struggling to adapt to expectations or ways of working? Approaching this with curiosity is key, but so is being clear about the impact. Addressing these changes early helps reset expectations, support the individual, and prevent wider disruption to the team.

Not every concern is a capability issue, but when the same themes keep resurfacing without progress, it’s a sign that something deeper needs to be addressed.

Why Early Detection Matters

Spotting these signs isn't about "catching people out." It’s about protecting your team and the cohesion within your business.

Stepping in early means you might find that a simple adjustment or a bit of coaching is all that’s needed to get your team member back on track.
Left unaddressed, the impact rarely sits with just one person. Work gets redistributed, pressure builds, and over time that can lead to frustration, resentment, and burnout across the team.
There’s also a practical side to this. From an HR perspective, being able to show that you noticed the issue and took steps to support the individual is key to running a fair and reasonable process, especially if things don’t.

Handled well, early intervention benefits everyone: the individual, the team, and the wider business.

If you’re not sure how to approach that first conversation, that’s where Fresh Seed can help. Whether it’s building your managers’ confidence through training or coaching, or helping you navigate the technical side of HR, we’ve got your back. Reach out to us at info@freshseed.co.uk for a chat.

Line Managers - Are you having good conversations with your team?

Mon, 13 Apr 2026 09:35:47 GMT

When was the last time you had a conversation at work that genuinely changed something? Not a quick check-in or a status update. Not a “how’s everything going?” that gets a polite “yeah, all good” in return, but a real conversation where something shifted. A conversation where expectations became clearer, an issue surfaced early, or someone felt genuinely heard.

Now ask yourself: how often are your team having those conversations with you?

In many creative businesses, p eople are talking all the time whether that be through Slack /Discord messages, team catch ups, quick chats or stand-ups. So teams are communicating, bu t those interactions don’t always translate into clarity, alignment, or trus t which is where things can start to unravel.

Where things tend to go wrong

In fast-paced creative environments, work moves quickly and often a bit loosely. Roles evolve, priorities shift, and people are sometimes expected to figure things out as they go . This can work...until it doesn't. As a line manager you may start to see:

Feedback being avoided because it feels uncomfortable.
Frustrations building under the surface, only surfacing when something goes wrong .
People saying “yes” in meetings, then doing something different.
Only hearing about issues once they’ve escalated.

These aren’t communication problems in the traditional sense - t hey’re conversation problems .

This is now becoming an increasing risk. With the Employment Rights Act 2025 changes starting to land, there’s a growing expectation that managers aren’t just present but they’re aware. Aware of performance, of wellbeing, of issues within their team which all comes from the quality of conversations being had, not general updates or "how are you" questions with no further curiosity.

What actually makes a conversation good?

It’s not about being a natural communicator but about how intentional you are. Here’s what tends to separate surface-level chats from conversations that actually make a difference:

You’re not just talking, you’re uncovering something - A good conversation doesn’t stop at the first answer. If someone says “yeah, it’s fine” or "yeah I'm good thanks", most managers move on. Strong managers get curious and instead ask:

"What’s feeling most challenging right now?”

“What’s taking more time than it should?”

“If you could change one thing about this project, what would it be?”

In creative environments especially, people often don’t raise issues directly , they hint at them. If you’re not digging a little deeper, you’re probably missing what’s really going o n.

You’re creating space for honesty (not just updates) - If your team only ever give you polished, surface-level answers, it’s usually not because everything is perfect, it’s because it doesn’t feel safe to say otherwise. This tends to show up when:

People avoid pushing back on deadlines
Concerns are raised repeatedly, but nothing changes
Feedback only happens after something has gone wrong

A strong conversation isn’t just about asking questions , it’s about making it safe to answer them honestly . Sometimes that means being explicit, for example saying “You don’t need to have this figured out, I’d rather know where things aren’t working.”

You’re connecting the dots (not just reacting in the moment) - One-off conversations are useful. Patterns are where the real insight sits. If someone is:

Regularly flagging the same frustration
Struggling with similar types of work
Seeming disengaged in certain projects

Tha t’s not just a conversation but a signal. Managers who are effective don’t just respond to what’s said in the moment. They join the dots over time and aren't afraid to act on it.

. You’re clear on what happens next - A good conversation should lead somewhere. Of course, not every conversation needs a formal outcome, but it should create clarity and understanding:

What’s changing?
What support is needed?
What are the expectations going forward?
Are you both/all on the same page?

Without that, even the most open conversation can feel like it goes nowhere and over time, people will stop bothering to raise things.

So what does this mean for line managers?

Having good conversation s is a core part of your role, especially now. With the changes coming through the Employment Rights Act 2025, there’s a greater expectation on employers to show that they understand what’s happening within their teams, they’ve identified issues early and have taken reasonable steps to support individuals. All of this starts with being able to have good conversations. If you’re not having them or they’re staying at surface level, then you’re not just missing opportunities to support your team but are also increasing risk for the business.

A simple check for yourself:

Ask yourself:

When was the last time someone told me something I didn’t already know?
Do I hear about issues early or only when they’ve escalated or reached boiling point?
Am I getting honest answers, or just easy ones?

If you’re not sure, that’s your starting point. It’s not about having more conversations but having better ones and giving some thought to this. When conversations improve, so does everything else: performance, engagement, and how connected your team actually feels. If you or your line managers need support building that confidence or capability, that’s exactly where Fresh Seed comes in. Whether it’s line manager training or hands on coaching, we help people feel more confident having the conversations that actually matter.

Reach out to us using the button below for a chat to see how we can help.

996 - Crunch In Nature, Not In Name

Mon, 09 Mar 2026 18:00:54 GMT

Long hours culture permeates working life across much of Asia. It takes different forms in different countries, but the pattern is consistent: people work significantly more hours than their contracts require, and the expectation to do so is baked into the culture rather than written into any policy.

In China, 996, working 9am to 9pm six days a week, became the defining term for this. Japan has its own deep-rooted long hours culture, one so severe that it produced the term karoshi, death by overwork. South Korea has gwarosa, the same thing. These are the extreme outcomes. But underneath them is a general norm where people simply don't leave, don't push back, and don't question whether the hours are necessary.

Governments across the region have tried to legislate against it, with varying degrees of success. China's Supreme People's Court ruled 996 schedules illegal in 2021. Some Chinese companies have gone further: DJI now sends managers round at 9pm to physically clear offices, and Midea has banned employees from staying past 6:20pm. Japan capped overtime at 45 hours per month in 2019, but PM Takaichi's "work, work, work, work, and work" pledge, named the country's buzzword of 2025, shows how far the culture still has to shift. South Korea cut its legal maximum from 68 hours a week to 52, then briefly floated raising it to 69 before public backlash killed the proposal. In Singapore, the question is whether 996 norms will take root as Chinese tech firms expand their presence there, with the Straits Times recently framing it as a cultural challenge the country is actively navigating.

The Crunch Connection

For those in the games and creative industries, crunch and long hours culture run in parallel, and the relationship between them matters.

Crunch is a production problem. It emerges from missed milestones, scope creep, and resourcing decisions that didn't hold up. It's still very much an issue in the industry. But it's a solvable one, because the root cause is usually traceable to planning. Long hours culture is something else. It doesn't need a deadline to exist. It's the deeper norm where staying late signals commitment and leaving on time signals the opposite, and it persists even when there's nothing urgent to deliver.

The danger is that the two feed each other. In a region where overwork is already the baseline, crunch doesn't stand out as an exception. It just feels like more of the same. That makes it harder to spot, harder to push back on, and harder to end. And it doesn't stop at your own teams. A significant amount of production work in APAC is done by outsource partners, often in countries where long hours norms are strongest. Your studio might have great policies, but if your external teams are working 996 schedules to hit the same deadlines, the problem hasn't gone away. It's just been moved.

What global companies can do about it

For international companies and studios operating in APAC, the challenge starts with understanding how people actually experience the workplace in different countries and what the accepted norms really are. You may have great policies in Europe or North America, but without cultural awareness and the right leadership locally, they won't translate on the ground. I've seen senior leaders from global HQs tell APAC teams "it's fine to work flexibly or leave early, you have our permission," and locally, nobody takes them up on it. It just isn't culturally something people do.

This is a leadership problem. Not a policy problem. And it won't be a quick fix. In many APAC markets, local leaders were themselves promoted because they worked those hours. Their entire career has reinforced the behaviour you're now asking them to change. This is generational, structural work. But it starts with three things.

Change what leadership rewards. If excessive hours are treated as high performance, people will keep doing it. Stop praising it. Stop making it the story of how a project got delivered. When leaders treat overwork as a planning failure rather than a badge of honour, the signal changes fast. This is also where psychological safety lives or dies. If the most senior person in the room celebrates the all-nighter, nobody beneath them will ever say "this workload isn't sustainable." The willingness to raise that without consequence is the thing you're trying to build.

Change how leaders show up. Do they send emails at midnight? Do they visibly take time off? Do they leave on time? Across most of APAC, people take their cues from the person above them. The behaviour you model is the behaviour you get. Make it part of how you assess leadership effectiveness. If your leaders aren't demonstrating sustainable work patterns, no policy or programme will compensate for that.

Build recovery into the plan. For studios and production teams, this means treating the period after intense delivery with the same rigour as the delivery itself. Mandatory time off after a milestone. Reduced hours for a defined period. If crunch is sometimes unavoidable, recovery shouldn't be optional. The studios that retain people are the ones that plan for both sides of the intensity cycle, not just the sprint.

Until organisations reward sustainable performance over presenteeism, this culture will continue, and people will continue to endure.

References

In a World Obsessed with AI, EQ Is the Real Power Move. We Talk About Why

Mon, 09 Mar 2026 17:15:16 GMT

Every boardroom in the country is currently occupied with AI. How much can be automated, and how can it be used to increase productivity? But there’s a massive side effect no one’s really talking about. The people actually doing the work? They’re exhausted. The "human" side of leadership isn't optional anymore. It’s the only thing keeping the wheels from falling off. As AI accelerates the pace of change at work, emotional intelligence is quickly becoming one of the most important leadership capabilities organisations need.

When a company announces a "new AI-driven direction," the room doesn't usually fill with cheers. It’s usually a very specific kind of silence. That’s change fatigue. People are often sitting there wondering what it all means for them - whether their role will change, whether their skills will still be needed, or whether they’ll still have a seat at the table in six months. That’s where change fatigue and uncertainty start to creep in.

Logic only goes so far in a crisis. You need leaders who actually get people - leaders with the emotional intelligence to recognise what their teams are experiencing, communicate honestly and support people through uncertainty.

How to Lead With Empathy

If AI is changing how work gets done, leaders need to focus on a few fundamentals that technology can’t replace:

If things are changing and it’s going to be bumpy, just say it. Here at Fresh Seed, we advocate that transparency is a lot better than a polished corporate script.
EQ is a skill, not a personality trait. It can be developed, and in a workplace where change is happening faster than ever, supporting managers to build those skills is becoming increasingly important.
Efficiency is one meter. Psychological safety is another. Organisations that focus only on the technology side of change risk losing sight of culture, engagement and psychological safety - the things that actually keep people performing and staying.
If a firm doubles down on the tech but ignores the people, they aren't becoming “future-ready”. They’re just becoming a place where nobody wants to stay.
AI is brilliant at answering queries, but it’s useless at spotting the things that people are too afraid to ask about in an all-hands meeting. So are your leaders giving your teams space to ask questions, and are they prepared to answer?

The Reality Check

At the end of the day, AI is a tool. It can support a decision, but it shouldn’t be making the final call on anything that involves an actual human connection. The organisations that will thrive are the ones that combine smart technology with leaders who know how to support, understand and connect with their people.

Supporting managers to lead with emotional intelligence is something we care deeply about at Fresh Seed. Our ‘ Leading with Emotional Intelligence’ training helps managers and leaders build practical skills to communicate effectively, support their teams through change and create psychologically safe environments where people can do their best work.

If you're thinking about how to equip your leaders for a changing workplace, we’d love to chat - drop us a line using the button below.

How Do We Grow Junior Talent in the Age of AI

Mon, 09 Mar 2026 17:06:15 GMT

We’ve all heard that AI is here to take the "grunt work" off our plates. But if you look at the average career trajectory of almost any senior leader, they didn't start at the top.

Most senior team members started by doing the very "entry-level" tasks that are now being automated away. This creates a massive problem. If we automate the "learning layer" of work where people build foundational skills, how does the next generation gain the experience and skills they need to eventually lead?

The Missing Rung on the Career Ladder

Younger professionals aren't just “tech-savvy”. They’ve grown up with it. They see the automation happening and are rightfully asking: “Where do I fit in?” . When the bottom rungs of the ladder are removed, the jump to the middle becomes nearly impossible. While employers are understandably excited about the immediate productivity gains from AI, there’s a hidden risk: the erosion of the future talent pipeline.

There’s also a bigger strategic question here: succession planning. Junior roles have always been the starting point for building future specialists, managers and leaders. If organisations remove too many early career opportunities in the pursuit of short term efficiency, they risk weakening the very pipeline that future capability depends on. The people who will eventually design strategy, manage teams and make complex judgement calls still need somewhere to learn the craft. Without intentional development pathways, businesses may find themselves facing a leadership gap in five or ten years’ time - not because the talent isn’t out there, but because it was never given the opportunity to grow inside the organisation.

If fewer people are learning the basics today, who is going to have the expertise to manage the systems, teams and strategy tomorrow? We recommend that businesses redesign, not replace. The fix isn't to ban AI (let’s be honest, that horse has bolted), or to remove junior roles, but to intentionally redesign what a "Junior" role looks like. Instead of using AI to replace a junior staffer, we should be using it as a support tool.

Instead of replacing junior roles, organisations could rethink how early career development works in practice:

Shift the focus from simply completing tasks to reviewing and questioning outputs. For example, junior staff could prompt the AI, then explain and defend the results to a mentor, helping them build critical thinking and judgement.
Employers need to treat junior roles as a long-term investment in future capability, not a short-term overhead cost.
AI can give less experienced staff “superpowers”, helping them tackle more complex problems earlier in their careers. But without the right guidance, it can also encourage over-reliance and shortcut the deeper learning that comes from figuring things out the hard way.

The companies that will win in ten years will be the ones that recognised early on that experience, judgement and leadership capability still have to be developed somewhere. AI can accelerate learning and improve productivity, but it can’t replace the process of building human capability. Organisations that think intentionally about early career development today are far more likely to have the leaders, specialists and decision makers they’ll need tomorrow.

At Fresh Seed, we work with organisations to think more intentionally about their future workforce - from strategic workforce planning and people planning to leadership development and building strong talent pipelines. If you’re thinking about how AI may reshape roles, career pathways or succession planning in your organisation, we’d be happy to help you explore what that could look like in practice.

Get in touch with us for a chat using the button below.

The Other Relationships That Matter: Manager–Employee Boundaries Done Right

Thu, 05 Feb 2026 13:45:25 GMT

When people talk about relationships at work, they often focus on teams or peer dynamics. But the relationship that tends to have the biggest impact on someone’s experience of work is usually the one they have with their manager.

We see this relationship go really well, and we also see it unravel, often more quickly than anyone expects. When things escalate, it’s rarely because someone didn’t care. More often, it’s because boundaries weren’t clear early on, and emotional signals were missed or misunderstood along the way.

Boundaries Are Part of Emotional Intelligence

There’s a misconception that boundaries make relationships feel distant or transactional. In reality, clear boundaries are one of the most emotionally intelligent things a manager can offer. They reduce uncertainty, remove guesswork and help people feel safer in their role.

Without boundaries, people are left interpreting tone, intent and expectations for themselves. That can be exhausting, especially for people who already experience the workplace as overwhelming or ambiguous. Emotional intelligence isn’t just about empathy, it’s about noticing where clarity is needed and providing it before things go wrong.

When Perception and Intent Don’t Match

A growing theme we’re seeing is how quickly situations can escalate when managers and employees are interpreting the same interaction very differently. This is particularly true when working with neurodivergent employees, where communication styles, processing time and response mechanisms can vary widely.

What a manager intends as informal or supportive can be experienced as unclear, inconsistent or even stressful. On the flip side, a direct or literal response from an employee can be misread as resistance or disengagement. When these differences aren’t acknowledged early, assumptions build and tensions rise, often on both sides. Known as the double empathy problem, this tension can lead to significant and often complex breakdowns in the working relationship.

None of this is about blame. It’s about understanding that people experience work differently, and that emotionally intelligent management means being curious about how messages are being received, not just how they’re delivered.

Why Early Conversations Matter

Many of the most difficult situations we’re called into could have been avoided with earlier, clearer conversations. Conversations about expectations, communication preferences, boundaries around availability, and how feedback is best received.

These don’t need to be heavy or formal. But they do need to happen before frustration sets in. Waiting until someone is already overwhelmed, defensive or disengaged makes everything harder. Early boundary-setting is not a sign of mistrust; it’s a way of creating shared understanding and leading with empathy. But also, it ensures people feel included and considered.

Caring Without Overstepping

Managers often struggle here because they want to be supportive. Emotional intelligence doesn’t mean absorbing everything or fixing every problem. It means recognising what’s yours to hold and what isn’t. Clear boundaries allow managers to show care without becoming overinvolved.

You can acknowledge how someone is feeling, ask what support looks like for them, and still be clear about role expectations. For neurodivergent employees in particular, explicit conversations about boundaries can reduce anxiety rather than increase it.

The Small Signals That Matter Most

Boundaries are reinforced in everyday behaviour - when messages are sent, how quickly responses are expected, whether it’s safe to say “I need more time” or “I’m at capacity.” These signals matter. When they’re inconsistent, people start to second-guess themselves and relationships become strained.

Emotionally intelligent leaders pay attention to these patterns, and not just in others, but in themselves.

A Final Thought

Healthy manager/employee relationships aren’t built on guesswork, good intentions or hoping people will just “figure it out”. They’re built through emotional intelligence, clear boundaries and a genuine understanding that people see and experience work & communication in different ways.

When managers are equipped to understand different thinking styles, they’re better able to adapt their approach without lowering expectations.

This is why conversations about neurodiversity matter. Our training module for line managers “Different Minds, Shared Goals: Understanding Neurodiversity” is about helping managers recognise how differences in perception, processing and communication can shape workplace relationships and how to respond with clarity rather than assumption.

Equally, boundaries are only effective when they’re delivered with care. Our module “Leading with Emotional Intelligence” supports leaders and managers to notice emotional cues, regulate their own responses and have conversations that are grounded, fair and human, even when things feel uncomfortable.

And underpinning all of this is psychological safety. Without it, people hold back, second-guess themselves and avoid speaking up until issues escalate. “Psychological Safety: The Foundation of High-Performing Teams” focuses on creating environments where people feel safe to ask questions, raise concerns and set boundaries early, before problems take hold.

Because when people feel understood, listened to and safe at work, relationships become stronger. And that’s where healthier conversations, better boundaries and more sustainable performance begin.

Find out more about our training offerings by contacting us at info@freshseed.co.uk

Navigating Difficult Conversations About Relationships at Work

Thu, 05 Feb 2026 13:38:27 GMT

Difficult conversations are an inevitable part of working life and at the heart of most of them are relationships. Wherever people care about their work and the people they work with, there will be moments of misunderstanding or disagreement. What matters is not whether these conversations arise, but how they are handled.

In organisations where difficult conversations are avoided, issues rarely disappear. They simply go underground. Over time, this avoidance can erode trust, damage working relationships and quietly undermine performance. In contrast, organisations that approach these moments with care often find that relationships strengthen rather than fracture.

Many people avoid difficult conversations because they worry about upsetting others. These concerns are understandable, particularly when teams are busy and resolving issues feels insurmountable. However, I’ve seen how unresolved conflict has a significant negative impact on engagement and productivity, not to mention well being. Poorly managed conflict can lead to stress, absenteeism and reduced trust between colleagues. In practice, what often causes the most harm is not the conversation itself, but the silence around it.

Effective conversations start with clarity. Understanding what the issues are without diving in with your own views is vital, finding the facts with evidence that supports the outcomes, but isn’t biased is also important. Preparation allows discussions to be calmer and more purposeful. And using empathy for all parties, even where there are clear wrong doings.

Conversations about relationships at work can feel particularly uncomfortable. Whether it’s navigating romantic relationships, addressing perceived favouritism, managing fallouts between colleagues, or resetting boundaries when relationships change, these discussions often carry extra emotional weight and can feel particularly difficult to raise. Emotions are often higher, assumptions creep in more quickly, and people worry about saying the wrong thing. This makes clarity, empathy and active listening even more important, not less. Avoiding these conversations can allow assumptions to grow and tensions to spill into wider team dynamics, making early, thoughtful dialogue even more important.

Try to move your focus away from intent and towards observable behaviour and impact to reduce defensiveness and keep the conversation grounded.
Active listening requires slowing conversations down, reflecting back what has been heard, and checking understanding before responding. Feeling heard lowers defensiveness and creates space for problem-solving.
In healthier organisational cultures, difficult conversations are part of ongoing honest dialogue rather than crisis moments. Regular check-ins and open feedback reduce anxiety and strengthen trust.
HR and People teams play a key role by supporting leaders with frameworks and coaching.

A conversation is only the beginning. Clear actions, agreed next steps and thoughtful check-ins show that conversations matter and that change is expected.

Handled well, difficult conversations become opportunities to strengthen relationships, rebuild trust and create healthier ways of working together. But this doesn’t happen by accident. These are skills - and like any skill, they need practice, reflection and the confidence to slow things down when emotions or assumptions start to run ahead of us.

From our perspective, the organisations that do this best aren’t those where everyone agrees all the time. They’re the ones where people feel able to say, “Something doesn’t feel right here” and trust that the conversation will be met with curiosity rather than defensiveness. That’s where active listening really earns its keep - not just hearing words, but making sure everyone is actually travelling in the same direction, even when the route feels uncomfortable.

This is exactly why we run training like “Active Listening Skills: Shall We Just Agree to All Travel in the Same Direction? ” and “ Tackling Tricky Conversations with Ease and Empathy ”. They’re designed to help leaders and managers move away from avoidance, panic, or over-policing tone and instead build practical confidence in navigating the conversations that matter most. Not perfectly, just humanly.

If you want to chat or find out more about our training offering, reach out to us at info@freshseed.co.uk.

How to Build a Company People Truly Love to Work With

Thu, 05 Feb 2026 13:32:37 GMT

After 20 years working in the people space, one thing has become very clear: there’s a real difference between a company that is good and one that people genuinely love to work with.

Good employers are often organised, compliant and well-intentioned. The organisations people talk about fondly - the ones they stay with, recommend, and feel proud to be part of - they feel different. They’re built on trust, fairness, clarity and great human leadership. Not shiny perks, bold statements or culture decks that never quite make it into real life.

1. Purpose matters, but so does meaningful work

Most organisations can articulate a purpose. Far fewer make it feel real in someone’s role.

People don’t just want to believe in why an organisation exists; they want their own work to feel meaningful within it. That means understanding how their role contributes, where it fits, and why it matters. When people feel disconnected from their impact, purpose quickly becomes background noise.

And people notice when purpose disappears under pressure. When priorities shift or budgets tighten, that’s when values are tested. If purpose is quietly parked the moment things get uncomfortable, cynicism creeps in fast. Once people stop believing what they’re being told, trust is hard to rebuild.

UK engagement research consistently shows higher levels of engagement where organisations genuinely consider people-focused issues in decision-making, rather than treating them as an afterthought. In places where people feel overlooked or sidelined, engagement drops and frustration rises.

2. Trust is built through fairness, clarity and follow-through

Trust isn’t built through big gestures, it’s built slowly - through repeated everyday experiences.

People need to believe that decisions are fair, that expectations are clear, and that opportunities aren’t reserved for a select few. Fairness and equity matter, not just in theory, but in how decisions are made and explained. Trust erodes quickly in environments where things feel opaque. When people don’t understand how performance is assessed, what the next step in their career means for them, why certain decisions were made, or what “good” actually looks like, uncertainty creeps in. And uncertainty almost always leads to disengagement.

Just as damaging are false promises. Saying “we’ll look into it” and never coming back. Asking for feedback and doing nothing with it, and talking about wellbeing while rewarding burnout. People don’t expect perfection, but they do expect honesty and action.

3. Boundaries, communication and feeling properly heard

Healthy organisations have boundaries - not cold or rigid ones, but clear, respectful ones. Boundaries around workload, availability, decision-making and communication protect people’s energy and help work feel sustainable. When boundaries aren’t clear, people fill in the gaps themselves, often by overworking, over-explaining or staying silent when something doesn’t feel right.

Communication plays a huge role here. Not just sharing information, but listening properly. Feeling truly listened to, without being interrupted, dismissed or placated, is one of the strongest contributors to psychological safety. When people believe their voice matters, they’re far more likely to raise concerns early, before things escalate.

4. Managers shape how work feels

Most people experience culture through their manager and team. Values, policies and purpose only matter if they show up in everyday interactions. We see again and again that when leaders and managers lack emotional intelligence and when they avoid difficult conversations, dismiss concerns, or react defensively, work becomes draining. People either stop speaking up, submit grievances, or leave.

Leaders with strong emotional intelligence create very different environments. They’re curious rather than reactive. They notice when something’s off. They’re willing to sit with discomfort, listen properly, and respond with compassion as well as clarity. This matters even more in diverse teams, where people may communicate, process and perceive situations differently. Without understanding and education, misunderstandings can escalate quickly, not because anyone meant harm, but because nobody slowed things down early enough to really understand each other.

5. Action is what makes the difference

Organisations people love don’t happen by accident. They’re built through deliberate choices about how people are treated, how leaders show up, and how power is used. Psychological safety, respect and trust don’t come from words alone. They come from leaders taking action - following through, holding boundaries, addressing issues early, and showing genuine empathy when people struggle.

HR and People teams play a vital role in shaping these conditions, not by policing behaviour, but by supporting leaders to lead with emotional intelligence and humanity. Because when people feel respected, listened to, treated fairly and able to do meaningful work, organisations stop feeling like places you endure. They become places people genuinely want to be part of.

Practical steps People & Culture teams can take now to get ahead of the new Employment Rights Act

Tue, 13 Jan 2026 15:32:22 GMT

Now that it’s law, the major reforms of the Employment Rights Act 2025 will be phased in from February 2026, April 2026, October 2026, and into 2027.

What’s changed isn’t just the law. It’s the operating model expected of employers. The legislation will expect more proactive prevention (especially on harassment), stronger enforcement capacity (via the Fair Work Agency), and tighter scrutiny of “flexibility” mechanisms (zero-hours arrangements, shift cancellation practices, handling of early exits and dismissals once unfair dismissal rights expand).

For People & Culture leaders, the practical question should be ‘What can we do now that will still be valuable even as details evolve?

The answer is to build readiness in the things that rarely change: data, process discipline, documentation, manager capability, and enforcement-proof evidence.

Here are the steps you can start now to avoid last-minute policy scrambles.

1. Build a phased ERB compliance roadmap, not a one-off project plan

The Employment Rights Act is rolling out in stages:

February 2026 (increased protection for industrial action and amendments to trade union activity)
April 2026 (SSP reform, day 1 paternity and unpaid parental leave rights, Fair Work Agency, doubling collective redundancy protective award, whistleblowing changes)
October 2026 (harassment duties, dismissal and rehire restrictions, tribunal time limits to claim extended from 3 to 6 months, more changes to trade union rules)
2027 (unfair dismissal after six months from 1st Jan, increased pregnancy and maternity rights, bereavement leave, zero-hours reforms, shift cancellation compensation, gender pay gap and menopause mandatory action plans, even further trade union and collective consultation changes.)

ACAS provides a clear overview of this timeline:
�� https://www.acas.org.uk/employment-rights-bill

Action now:

If you haven’t already done so, create a single internal ERB roadmap that links each phase to:

impacted policies
operational processes
manager capability gaps
evidence you’ll need if challenged

This prevents duplicated effort and avoids the trap of updating policies without changing behaviour.

2. Start documenting people decisions as if you’ll need to justify them later

Several ERB reforms raise the standard of proof employers are expected to meet, particularly around consultation, fairness, and prevention.

This is already visible in the Statutory Code of Practice on Dismissal and Re-engagement, which emphasises meaningful consultation and last-resort use of dismissal and rehire:
�� https://www.gov.uk/government/publications/dismissal-and-re-engagement-code-of-practice

Action now:

Introduce short decision records for higher-risk people decisions (contract changes, restructures, flexible working refusals, harassment outcomes).
Focus on why decisions were made, not just what was decided. This is one of the strongest forms of legal risk insurance available to HR.

3. Prepare early for statutory sick pay reform (April 2026)

From April 2026:

Statutory Sick Pay (SSP) will be payable from day one
The Lower Earnings Limit will be removed

In our opinion, if this is handled well, it could reduce presenteeism and improve trust, not just increase cost.

Action now:

Model the financial impact using historic absence data
Review how SSP interacts with occupational sick pay
Review contracts and sickness policies
Train managers on early, supportive absence conversations
Ensure Payroll are up to speed and fully prepared

4. Upgrade harassment prevention to meet the new “all reasonable steps” standard

Harassment prevention is becoming an operational responsibility, not a compliance checkbox.

From October 2026:

Employers will be liable for third-party harassment unless they have taken all reasonable steps
The duty to prevent sexual harassment is strengthened

Action now:

Identify roles exposed to customers, clients, or the public
Introduce third-party harassment reporting and escalation processes
Ensure your risk assessments (which should already be in place!) are fit for purpose to ensure you’re taking all reasonable steps to prevent harassment
Train managers on intervention, not just policy awareness

5. Assume enforcement scrutiny will increase - and prepare for it

From April 2026, the Fair Work Agency will consolidate enforcement of rights like SSP and holiday pay:

Action now:

Centralise records for pay, holiday, SSP, and working time
Clarify ownership of compliance evidence
Run a “what would we send an inspector?” exercise. If your data is fragmented, enforcement risk rises sharply.

6. Treat consultation as a capability, not an inconvenience

Two major changes raise the stakes, as poor consultation is no longer a manageable risk, it is a high-cost one:

Protective awards for collective redundancy failures double to 180 days’ pay (April 2026)
Collective redundancy numbers will be assessed across the whole organisation, not just individual sites (2027)

Action now:

Centralise redundancy tracking across the business
Standardise consultation materials and timelines
Train leaders on the difference between informing and consulting
Ensure you’re aware of when your duty to consult collectively is triggered (and seek professional people support if unsure - this one is too risky to get wrong).

7. Plan now for the effective end of “fire and rehire” as leverage

From October 2026, the Act will restrict how employers can use fire and rehire to implement changes to key contractual terms. If an employer dismisses a worker because they won’t agree to these changes, then that dismissal will be treated as automatically unfair. This includes things like pay, benefits, holiday, hours/shifts, and other core T&Cs.

Action now:

Redesign your approach to contractual change
Build negotiation and consultation skills within HR and ER
Identify alternative levers for cost or structural change

8. Prepare managers for a stronger trade union framework

Trade union reforms begin in February 2026 and expand through October 2026 into 2027, including:

Easier recognition
Expanded access rights
New duties to inform workers of their rights

Action now:

Define how your organisation engages with unions
Train managers on lawful, calm, and consistent responses
Ensure facilities and time-off processes are workable
Consider your internal process for informing any new starters of their right to join a trade union

Fundamentally, the risk is not unions themselves, it’s management that is unprepared to deal with workforce issues.

9. Start cleaning up insecure work practices ahead of 2027 reforms

From 2027:

Zero-hours workers can request guaranteed hours
Compensation will apply for cancelled or curtailed shifts

Action now:

Map out those on zero hours or low hour contracts and what working patterns look like in reality. (If hours are stable, you should expect an obligation to offer guaranteed hours later )
Decide where zero hour contracts still genuinely make sense and can be justified
Audit shift cancellation patterns
Identify where flexibility masks poor planning
Improve workforce forecasting and rota discipline
Consider your internal process for offering guaranteed hours and what happens if refused
Look to revise contract templates to remove language that implies no obligation at all - detail around these regulations are still to be made clearer so be prepared to further adapt as needed.

10. Prepare for unfair dismissal risk earlier in the employee lifecycle

From 2027, unfair dismissal protection applies after six months (down from two years).

Action now:

Standardise probation management
Train managers to effectively manage probations, document performance fairly and ensure any concerns are raised and noted early on.
Any extensions to probation periods need to be handled with care and professional advice sought - if you have a 6-month probation in place and wish to extend it, you will then be falling into the new qualifying period for unfair dismissal.
Address teams with high early attrition

Before the pressure hits

The Employment Rights Act is not designed to catch out responsible employers. But it will expose organisations that rely on informal practice or undocumented decision-making.

People & Culture teams that invest early in strong manager capability, good communication, disciplined consultation processes, clear documentation and evidence and shared understanding of what “good” looks like under the new law will find the transition far less disruptive.

If you want to learn more and focus on what this really means in practice (not just what the legislation says), you can join our upcoming clinic here:
�� https://luma.com/pcrncawu

How Upcoming Employment Law Changes Will Affect SMEs – And Why Now Is the Time to Act

Tue, 13 Jan 2026 15:22:08 GMT

The recent introduction of the Employment Rights Act 2025, formerly known as the Employment Rights Bill (ERB), is one of those points where employment law stops being background noise and starts demanding real attention.

Having received Royal Assent at the end of 2025, the Act marks the most significant reform of UK employment law in a generation. While not all changes take effect immediately, the direction of travel is now clear. Over the next 18–24 months, SMEs will need to adapt how they recruit, manage and support their people.

What’s important to understand is that this legislation isn’t just aimed at large corporations. In many ways, SMEs will feel the impact more sharply. Because smaller teams often rely on flexible arrangements, informal processes and lean HR support.

One of the most notable changes is around unfair dismissal. Historically, employers have had a two-year window before employees gained the right to claim unfair dismissal. Under the new Act, that qualifying period will be reduced to six months. While this stops short of the originally proposed “day-one” right, it still represents a major shift. For SMEs, this means that decisions made during probation periods will need to be better documented and more defensible than ever before.

Flexible working is another area where the law is moving from option to expectation. Although employees already have the right to request flexible working from day one, the new legislation strengthens this further by tightening the grounds on which employers can refuse requests. In practice, this means businesses will need to show clearer, evidence-based reasons if they say no.

The reforms also significantly reshape how zero-hours and low-hours contracts can be used. New rights around predictable working patterns, notice of shift changes and compensation for cancelled shifts are designed to curb exploitative practices. However, for many SMEs, this will mean revisiting long-standing ways of staffing rotas.

Alongside this, the Act strengthens family-friendly rights. Perhaps the most important shift underpinning all of these changes is enforcement. The new framework gives regulators stronger powers and introduces tougher penalties for non-compliance. This means that even small oversights - outdated contracts, unclear policies, poorly handled dismissals - could have far greater consequences than they might have in the past.

If you’re unsure how these changes apply to your business, or you simply want reassurance that you’re on the right track, this is exactly what our HR Clinic is designed for. It’s a practical, supportive space where you can explore what the Employment Rights Act 2025 means for you, ask real questions, and leave with clear next steps, not legal jargon.

Employment Rights Bill Finally Passes!

Wed, 17 Dec 2025 12:47:50 GMT

What it Means for Employers & People at Work (Without the Politics)

No doubt you'll have heard the news - The Employment Rights Bill has finally passed through Parliament and is now awaiting Royal Assent. This means that it will shortly become law as The Employment Rights Act 2025 ��

There’s been a lot written about what might happen, what nearly happened, and what was debated along the way. Now that it’s landed, this is about understanding what’s actually been agreed, what’s coming next, and what employers should realistically be thinking about.

1) Unfair dismissal:

The proposal for day one unfair dismissal rights didn’t make it through. Instead, the qualifying period has been reduced to six months, replacing the long-standing two year threshold. In practical terms, this means employees will be able to bring unfair dismissal claims much earlier in their employment. Probation periods therefore become even more important than they already were.

Employers will need to make sure probation meetings are happening well in advance of the six-month point - we can't reiterate how important this is going to be. Leaving reviews until month five and a half, or relying on informal check-ins, is likely to cause problems. Any extension of a probation period that takes an employee beyond six months will mean they have qualified for unfair dismissal rights. In reality, this means companies should be assessing whether things are genuinely working by around month four or five at the latest. If there are real doubts, those need to be addressed early and clearly. Where it’s not working, delaying a decision or extending probation “to see how it goes” could significantly increase risk - ask yourself, is it worth it? Clear decisions made earlier, while still fair and human, will often be the safer route. And remember, if it's really not working you can end a probation period at any point - you don't need to wait until the end.

The new qualifying period is expected to apply to employees who have six months qualifying service on 1 January 2027 , with regulations to be issued early 2026.

2) Removal of Statutory Cap on Unfair Dismissal Compensation

Alongside this, the Bill removes the statutory cap on unfair dismissal compensation. Previously, awards were limited to the lower of a statutory maximum (currently set at £118,223) or a year’s pay, whichever is lower. That limit is going. This increases potential financial exposure where dismissals aren’t handled properly, particularly for higher paid roles. It also puts greater emphasis on good process, clear evidence and consistent decision making from the very start of employment.

The timing of this change is slightly unclear, although it seems most likely that the government plans for it to take effect for dismissals from 1 January 2027, at the same time as the change in qualifying period.

3) Day one rights that are going ahead

While unfair dismissal won’t apply from day one, other rights will. The Bill confirms statutory sick pay from day one of absence, as well as day one paternity leave and unpaid parental leave. These changes will require updates to contracts, policies, payroll processes and manager guidance. For those who pay SSP only, this is going to impact your costs, so make sure your budgets account for it. We're also likely to see some changes to employee behaviour around sickness such as less presenteeism.

These are still scheduled to come into force in April 2026.

4) Flexible Working & Bereavement Leave

Alongside day one parental and paternity leave rights, the Bill keeps provisions on flexible working ( expected in 2027 ) that require employers to respond reasonably to flexible working requests and explain refusals in writing. There’s also a new right for employees and their partners to bereavement leave for pregnancy loss before 24 weeks, reflecting evolving expectations about leave entitlements. A consultation has been launched seeking views on who should be eligible for this right, when the leave can be taken and any notice and evidence requirements.

5) Collective Redundancy Process

You should also be aware that the Bill changes how collective redundancies are handled. The reference to “at one establishment” stays in the law, but there’s an additional threshold test coming in regulations that could mean broader consultation duties than under the old legal test. At the same time, the maximum protective award for failing to consult has doubled from 90 to 180 days’ pay, meaning the financial risk of skipping or poorly managing consultation has increased drastically.

6) Guaranteed hours and predictable work patterns

The Act introduces new protections for people on variable or insecure working patterns, including a right to request guaranteed hours and greater predictability around shift patterns and notice. The detailed mechanics are still to come through further regulations, but employers using zero-hours contracts, variable shifts or short notice scheduling should expect change here. This is likely to affect workforce planning, scheduling practices and how flexibility is structured and communicated.

The guaranteed hours regime in the Act is detailed and will be set out further in regulation. It doesn’t just address zero-hours contracts - employers may need to offer guaranteed hours to a qualifying worker when the hours they regularly work exceed the minimum set out in their contract. Workers will also have rights to reasonable notice of shifts and notice of changed or cancelled shifts, and these protections will extend to agency workers so that employers can’t simply avoid the regime by hiring through agencies.

This is due to come into force in 2027.

7) Fire and rehire: tighter boundaries

Fire and rehire hasn’t been banned outright, but the circumstances in which it can be used have narrowed considerably. Dismissals linked to changes to core terms such as pay, hours, pensions or shift patterns are far more likely to be automatically unfair. There are limited exceptions where a business is in serious financial difficulty, but the bar is high. The expectation is that employers are genuinely consulting, exploring alternatives and treating dismissal as a last resort, not a pressure tactic.

The restrictions are due to come into effect from October 2026.

8) A new Fair Work Agency

The Act creates a Fair Work Agency, bringing together enforcement of rights such as minimum wage, holiday pay and statutory sick pay. This shifts enforcement away from relying solely on individuals raising complaints and towards more proactive oversight. For employers, it increases the importance of compliance being embedded in everyday practice, not just fixed when an issue is raised.

Whilst the body is set to be created in April 2026, it is unclear when it will start enforcement.

9) Expanded Duty around Harassment

The Bill strengthens protections against harassment at work. Employers will be expected to take all reasonable steps to prevent workplace sexual harassment, and they could be liable for harassment by third parties unless they can show they took all reasonable steps to prevent it. The detail is still subject to further clarification, but it’s a clear call for further active prevention and risk management rather than reactive fixes.

10) NDA's

The Bill introduces new provisions restricting the use of non-disclosure agreements that prevent workers from making allegations or disclosures about harassment or discrimination. These provisions aim to ensure that confidentiality clauses can’t be used to silence people raising serious issues.

11) Trade Unions and Collective Rights

The Act also strengthens trade union rights, including changes to industrial action thresholds and access rights. There is a significant new right for trade unions to access workplaces for recruitment and organising purposes. Amendments to the Bill clarified that this will include digital/virtual access. In addition there is a new duty on employers to inform workers of their right to join a trade union, with an obligation to make existing workers aware annually. It's anticipated that a template statement will be provided by the government for employers to use for this. A consultation on how this should all work in practice is ongoing and closes on 18th December 2025.

Other areas include a reduced threshold for unions to secure statutory trade union recognition, removing the current threshold of 40% of all workers in the bargaining unit voting for recognition, seeing this being reduced to as low as 2% of the proposed bargaining unit. Also a package of reforms to strike action which will make it easier for unions to secure mandates for industrial action. This includes removing the 50% turnout threshold for strike action, reducing the notice period required from trade unions to employers for industrial action from 14 days. The Bill originally decreased this to 7 days, but it has settled on 10 days.

12) Tribunal Time Limits Extended

Time limits for bringing tribunal claims are set to increase from three months to six months for most employment tribunal claims. This offers a slightly longer window for resolution conversations but also means employers should keep records and evidence accessible for a longer period.

What employers should be doing now

With some changes coming into force sooner than others, there is time to prepare but not ignore what's coming. Useful next steps include reviewing probation and dismissal processes, updating contracts, sickness and family leave policies, mapping where variable hours or shift work may be affected, and checking that consultation and change management approaches are fit for purpose.

At its core, this legislation pushes employers towards clearer decisions, better communication and fairer processes. The difference now is that the consequences of getting it wrong arrive much earlier.

If you want help turning this into clear guidance for leadership, managers, or sense checking how this lands in your specific context, that’s exactly the kind of support we’re here for. Schedule in a chat with us using the link below.

2025 HR Moments That Shaped the UK Games & Creative Industries

Mon, 08 Dec 2025 12:51:53 GMT

2025 will be remembered as a year that forced the UK’s games and creative industries to reset, sometimes painfully, sometimes productively.

HR teams were right at the centre of it all, juggling the emotional weight of redundancies with the practical demands of new legislation…all while trying to do their day jobs.

It wasn’t an easy year, but it was one that definitely moved the needle.

Restructuring and Redundancies: A Tough Year for Talent

The year opened with a continuation of the industry contraction that began in 2023. Games studios, both indie and established, faced project cancellations, investment pullbacks, rising development costs, and the ongoing challenge of an overcrowded market[1]. Redundancies were widespread, and they're still happening. HR teams often found themselves managing multiple parallel consultation processes while trying to support employees through uncertainty and anxiety.

The emotional impact was significant. HR teams acted as counsellors, mediators and coaches while supporting departing and remaining employees.

The Employment Rights Bill: A Legislative Shake-Up

The UK’s Employment Rights Bill created one of the biggest shifts in employment legislation in years[2]. 2025 has been a year of guesswork for HR teams, thanks to the rolling updates to the Employment Rights Bill. Day-one entitlements, the shift to a newly announced six-month unfair dismissal qualifying period, changes to zero-hours rules, the fire-and-rehire ban - all big moves, but all announced in ways that left everyone scrambling to interpret what it actually meant in practice and wondering once the Bill passes what this will actually mean. And here we are still waiting for the Bill to pass....

Hybrid Working Grows Up (But Not Always Gracefully)

Hybrid and flexible working became more structured in 2025. Many studios set regular in-office anchor days while still promising flexibility[3]. Creative agencies leaned further into remote-first models, using wider geographical hiring to their advantage. HR worked hard to balance fairness, maintain culture and prevent presenteeism from returning.

AI Became Part of the Team

AI use accelerated across games and creative businesses,[4]. HR teams reviewed job descriptions, updated and introduced AI-use policies, worked to ensure ethical and responsible adoption, and supported employees through reskilling and workflow changes.

Wellbeing Moved from Initiative to Infrastructure

Wellbeing became a core business priority. Studios began embedding structured approaches: clearer anti-crunch commitments, mental health champions, coaching for managers, and “no-meeting” focus periods. HR teams recognised that sustainable creativity depends on psychological safety and work-life boundaries.

Looking Ahead to 2026

If 2025 was the year of disruption, we hope that 2026 will be the year of reconstruction. More stable hybrid models, clearer AI governance, and renewed hiring in growth areas are likely. It will also be a significant year operationally, with the ERB rollout scheduled for April and October 2026, milestones that will no doubt bring a hectic period of preparation and change. HR teams will continue shaping workplaces that are fair, supportive and resilient.

References

[1] GamesIndustry.biz – UK and global games industry layoffs and restructuring reports (2023–2025).

[2] UK Government – Employment Rights Bill summaries and legislative updates (gov.uk).

[3] CIPD – UK hybrid and flexible working trends reports (2024–2025).

[4] Creative Industries Council – AI adoption in creative and digital sectors (2025).

What Does 2026 Have In Store For HR?

Mon, 08 Dec 2025 11:14:31 GMT

As 2026 approaches, the world of work feels suspended between acceleration and exhaustion. AI is racing ahead. Regulation is shifting under our feet. Employees are speaking up in ways we haven’t seen for a decade.

And through it all, HR is being asked to hold the centre while everything else moves. With this in mind, we’re looking ahead to see what’s in store for 2026.

AI Grows Up

By 2026, AI will no longer feel experimental. It will be embedded in everyday work. And as it becomes more capable, the questions grow louder: Will my job change? Can I trust these tools?

This makes “humans first” less of a value statement and more of a survival strategy. HR will need clear, credible AI policies on how AI is used, who is accountable and where its limits are. People won’t accept quiet adoption. They’ll demand transparency. AI may be the most powerful tool we’ve ever had in recent years, but without trust, it will be the most disruptive.

The Employment Rights Bill: A Year of Guesswork and a Busy 2026

If AI has created uncertainty, the Employment Rights Bill has doubled it. 2025 has, at times, felt like a year of guesswork, with rolling updates landing faster than anyone could meaningfully interpret them. Day-one entitlements, a newly announced six-month unfair dismissal qualifying period, changes to zero-hours rules, and a fire-and-rehire ban. While the Bill is yet to pass, HR teams are scrambling to figure out what any of it actually means.

What we do know is that 2026 will be intense. The April and October rollouts will demand rapid policy rewrites, manager retraining and far more scrutiny of decisions.

A Louder Employee Voice

Union activity is rising in sectors that once seemed unreachable—tech, creative industries, logistics, and retail. This isn’t about conflict; it’s about influence. People want a say in their working lives, especially as AI becomes more present and workloads continue to climb. In fact, our November HR Clinic focused on this issue in detail, and you can watch it here …

Even outside unionised spaces, employees want to be involved, not informed after the fact.

Reasonable Adjustments Become the Norm

One of the most profound shifts heading into 2026 is the evolution of reasonable adjustments. Workplaces are moving past the idea of adjustments as exceptions. Instead, they’re becoming a baseline expectation, reflecting a better understanding of neurodiversity, mental health, chronic conditions and burnout. In 2026, employers will be expected to anticipate needs, not wait to be asked.

2026 is shaping up to be a year where HR will be expected to navigate complexity with clarity. AI will keep pushing us into new territory. Legislation will demand faster, sharper responses. Employee expectations will continue to rise. But the common thread across all these shifts is simple: people want work to feel fair.

The organisations that thrive in 2026 won’t be the ones that move fastest, but the ones that move most intentionally. The year ahead will be about shaping the world of work, and HR sits right in the middle of it all.

Phew...What A Year

Thu, 04 Dec 2025 11:24:01 GMT

If 2025 taught us anything, it’s that Fresh Seed doesn’t do things by halves. This year has been bold, stretching, energising and a little bit magical.

We ’ ve gone global :)
What started as a mission rooted firmly in the UK gaming and creative sectors has now found its way across borders. Our conversations, workshops, and partnerships have reached new countries, new cultures, and new creative communities who are just as hungry for better workplaces, better leadership, and better ways of being. In that vein, we’ve brought on the amazing Dan Ring, but more on that later.

We ’ ve talked about empathy, A LOT.
And for good reason. This year, we leaned into the power of empathy as both a leadership skill and a cultural game-changer. Our talks, sessions, and conversations at Develop: Brighton, the GamesIndustry.biz HR Summit and a UKIE session in November have sparked something bigger, a collective realisation that leading with compassion isn’t optional; it’s the new standard.

We launched the Pause Collective.
Perhaps one of our proudest moments. Sarah Brewster , working with Silvana Greenfield, launched The Pause Collective. The goal was to create a sanctuary for creative leaders and teams to breathe, reconnect, learn, reflect, and reset. The goal was to help calm minds. A reminder that growth happens when we create space for it. You can sign up for December's Pause Collective here.

We ’ ve grown our team.
2026 welcomed the amazing Dan Ring . Dan is based in Japan and is a hugely experienced HR professional who specialises in helping companies across Asia Pacific that want strategic HR support. Each person brings something utterly unique and invaluable to the Fresh Seed team. Together, we’re more diverse in skill, richer in perspective, and stronger in purpose. This team feels like our future.

We launched our Monthly HR Clinics.
A long-awaited addition that has already proved its worth. Our HR Clinics have become a safe, practical, supportive space for HR professionals who need guidance about how to do things better. The feedback has been incredible. So far, we discussed the rise of unions, the Employment Rights Bill and what that means for business and lots more. You can watch the November clinic on unions here .

With 2026 just around the corner, we’re excited to see what next year brings.

The Fresh Seed Guide to Getting Through Cold & Flu Season (With Our Homemade Remedies)

Fri, 28 Nov 2025 15:01:57 GMT

Here we go again. The time of year when someone sniffles in the office, and suddenly we’re all side-eyeing each other.

But instead of giving you the usual “drink water, wash your hands, sleep more” advice (because yes, we know), we thought we’d share some of the things we do at Fresh Seed when the first tickle in the throat appears.

Are these scientifically sound? Probably not. Do we swear by them? 100%

Vicks on the Feet (Yes, Really)

This one comes from Alexandra , and honestly, she’s passionate about it. As soon as anyone in her house shows a hint of a cough, the Vicks goes straight onto the soles of the feet, socks on, job done. We don’t know why it works, but she swears it does, and we believe her.

Boiled Coca-Cola & Ginger

Also from Alexandra: a classic Chinese remedy that sounds odd until you try it.
Warm, sweet, gingery…think of it as a warm drink for people who don’t want another herbal tea.

Lemon & Honey (The Old Faithful)

Another soothing drink that works every time.
Some of the team also add chilli or ginger for a bit of drama and to feel like we’re really doing vaguely medicinal.

Garlic, Garlic, and… More Garlic

According to Sarah , garlic is basically medicine. Cold coming on? Eat garlic. Feeling run down? Put garlic in everything. Want to avoid catching anything on the Tube? Garlic also helps with that, for entirely different reasons though…

Soup Solves Most Things

A few of the team are firm believers in the healing power of soup.
Chicken soup, chicken and sweetcorn from the Chinese takeaway (which apparently causes actual arguments in Sarah’s house when someone steals the good portion), wonton broth… the list goes on.

Saltwater Gargling (Sorry)

This one is definitely not the nicest remedy (suddenly, some boiled Coke sounds amazing).
But Khally swears by it when a sore throat hits, and we have to admit, it does help.

And that’s the Fresh Seed winter survival guide.

Wildly varied, but absolutely effective (in our humble opinion). If you try any of these and it actually works, please tell us, as we’d like the validation. If you have a unique remedy of your own, send it our way.

ERB Hits “Ping-Pong” As It Fails To Clear Through Parliament

Tue, 04 Nov 2025 10:39:03 GMT

The Employment Rights Bill (ERB) has not yet cleared Parliament. On 28 October 2025, the House of Lords stayed firm and insisted on a number of amendments that had been rejected by the House of Commons.

This means that the Bill has yet again been sent back to the Commons to see if they continue to reject these proposed amendments. This keeps the legislation in the “ping-pong” stage, where each House must agree before the Bill can receive Royal Assent - and until agreement is reached, the timetable for implementation remains uncertain.

The two key areas for our sector, which the Lords have insisted the Commons consider again, are as follows:

Day 1 unfair dismissal: The Lords again rejected full day-one protection, instead proposing a six-month qualifying period as a compromise. The Government, however, continues to argue for day-one rights, signalling it will rely on a “lighter touch period” (widely expected to be around nine months) to balance employer flexibility.
Zero-hour contracts and guaranteed hours: The Lords changed their own proposed amendment on guaranteed hours so that after the initial reference period and offer of guaranteed hours, employees would have the option to opt-out of further reviews and guaranteed hours offers, with the option to opt back in at any time.

What does this mean for employers now?

It’s likely this “ping-pong” stage will cause some delays, and right now it’s unclear how that will affect the ERB Roadmap timeline. The biggest uncertainty sits around the Day 1 Unfair Dismissal proposals. if any changes come out of this stage, implementation may well happen sooner than the current 2027 projection.

That said, Labour’s 2024 manifesto clearly committed to “introducing basic rights from day one to parental leave, sick pay and protection from unfair dismissal” and that’s not something they can quietly drop. The Resolution Foundation recently published a great piece cautioning that moving straight to day-one rights could create practical headaches for both employers and tribunals. They’re suggesting a phased or shortened approach would be best instead - a view that actually echoes the amendments proposed by the Lords. Plus, it’s worth noting that any move towards earlier rights will almost certainly increase claim volumes.

So what’s the Government likely to do here? It’s hard to imagine them backtracking on such a big manifesto promise. We could see them introduce day-one rights in line with their manifesto, but with a very strong emphasis on the “lighter-touch” period of six to nine months. Or perhaps they’ll consider a phased roll-out starting with a six-month qualifying period (as the Lords suggest), before moving towards full day-one rights later down the line. Personally, I can’t see them watering this down too much…but stranger things have happened in Westminster!

Looking ahead, Royal Assent is now unlikely before late 2025 or early 2026. Once that happens, the Government plans to roll out enabling provisions and more consultation. The first wave of changes is expected in April 2026, covering things like day-one paternity leave, the removal of Statutory Sick Pay waiting days and lower-earnings thresholds, and steps towards union recognition. A second tranche is expected in October 2026, potentially introducing the new fire-and-rehire code and zero-hours reforms. Then the unfair dismissal reform, which at present still looks set for 2027, though it’s definitely one to keep an eye on.

In the meantime, in case you’ve missed it, in line with the ERB roadmap, the Government has also launched four new consultations, all of which could have meaningful implications for employers. These include:

Enhanced dismissal protections for pregnant women and new mothers - exploring ways to strengthen safeguards during and after maternity leave. Read more here.
The right of trade unions to access workplaces - considering how unions can better engage with employees on-site.
A new duty to inform workers of their right to join a trade union - a shift towards greater transparency and awareness around union membership.
Bereavement leave (including pregnancy loss) - consulting on the potential to expand statutory entitlements and ensure consistent support for employees experiencing loss.

These consultations show that, even as the Bill continues its journey through Parliament, the Government is pressing ahead with its wider “Make Work Pay” agenda. While the headline reforms may still be some way off, there’s already plenty for employers to start thinking about. It’s a good time to keep an eye on consultations, review existing policies, trade union engagement and bereavement support, and be ready to adapt as more details land.

References

House of Lords Hansard , 28 October 2025 – debate on the Bill’s amendments. https://www.parliament.uk/business/news/2025/oct-2025/employment-rights-bill-lords-consideration-of-commons-amendments/ Parliament News
UK Parliament News – Lords votes for changes to Employment Rights Bill - https://www.parliament.uk/business/news/2025/july/employment-rights-bill-house-of-lords-report-stage/ Parliament News
Acas – Employment Rights Bill guidance “April 2026 changes” – https://www.acas.org.uk/employment-rights-bill Acas
Resolution Foundation, Unfair Dismissal: Day-One Frights (October 2025) – https://www.resolutionfoundation.org/publications/unfair-dismissal-day-one-frights/
“Employment tribunals face backlog risk under ERB” – coverage from FT/other analysis (see e.g., “The Employment Rights Bill: implementation timeline” at VWV) – https://www.vwv.co.uk/insights/articles/the-employment-rights-bill-implementation-timeline-for-major-changes-confirmed/ VWV
Government roadmap: “Implementing the Employment Rights Bill – Our roadmap” – https://www.gov.uk/government/publications/implementing-the-employment-rights-bill
UK Government policy paper, Employment Rights Reform Timetable (2025) – “Implementation of the Employment Rights Bill” summary at https://www.bdbf.co.uk/employment-rights-bill-what-are-the-latest-changes-and-when-will-the-bill-become-law/ BDBF LLP+1

Dads at Work

Mon, 03 Nov 2025 12:51:50 GMT

The Often Overlooked Piece of the Men’s Health Puzzle

When we talk about men’s health at work, the conversation usually circles around stress, burnout, or mental health. What’s often missing is the experience of being a dad - the juggling act between professional pressure and parenting responsibilities. It’s a huge part of many men’s lives, but one that rarely gets the attention it deserves.

Across the UK, thousands of working fathers are quietly navigating the tension between being reliable at work and being present at home. Research by Working Families and Wates Group found that half of UK working fathers feel nervous about asking for time off to care for their children, and 35% took less paternity leave than they wanted.¹ Many said they feared being judged or damaging their careers by prioritising family life.

It’s a pattern reflected elsewhere. The Fatherhood Institute reports that UK fathers are spending more time caring for their children than any previous generation, yet workplace systems haven’t kept up.² Many dads still feel excluded from family-friendly policies or unsupported in balancing work and care.

Meanwhile, the Equality and Human Rights Commission found that nearly two-thirds of fathers want to spend more time with their children but face workplace barriers such as limited paternity leave, inflexible schedules, or unsupportive managers.³ This gap between what fathers want and what they feel able to do at work can lead to frustration, stress, and guilt - emotions that often go unspoken but have real impacts on men’s wellbeing.

The Fathers Network Scotland Dads’ Survey (2022) paints a similar picture: most dads said they struggle to balance work and family life, and a third reported that this imbalance negatively affects their mental health and relationships.⁴ These findings remind us that fatherhood and wellbeing are deeply connected, yet workplaces often treat them as separate issues.

Supporting dads at work isn’t just a nice-to-have; it’s a wellbeing priority. When workplaces make space for men to be both professionals and caregivers, the ripple effects are powerful. Children benefit from more present parents, partners share responsibilities more equally, and teams become more empathetic and balanced.

Practical changes can make a real difference:
- Normalise flexibility for fathers, not just mothers - so parental leave, hybrid working and early finishes for school pick-ups don’t carry stigma.
- Train managers to understand and support dads’ wellbeing - asking not only about workloads but also how family life fits in.
- Share stories of male leaders who model work-life balance, showing that caring is compatible with ambition.
- Measure impact - include fathers’ experiences in wellbeing surveys and inclusion strategies

- Take a moment to reflect on your family-friendly benefits. Enhancing maternity, paternity and adoption leave is a brilliant step, but balance matters - are all sides equally supported? And if you’re not currently enhancing these, could you? Two weeks of statutory paternity leave is hardly enough time for a dad to adjust, experience and support the family in those early, precious moments. The impact of this often carries back into work through tiredness, distraction, and reduced focus. A little more time up front can go a long way towards supporting wellbeing, productivity, and engagement later on.

As the University of Birmingham’s Fathers in the Workplace project highlights, organisations that support working fathers see benefits across productivity, engagement and retention.⁵

At Fresh Seed, we believe men’s health goes beyond managing stress or bouncing back from burnout - it’s about supporting mental wellbeing and helping men live fuller, more balanced lives. Supporting dads at work is a big part of that. Real strength isn’t just about keeping calm and carrying on; it’s also about openness, care and balance. When workplaces embrace all sides of strength, everyone benefits.

So whilst we’re talking about men’s health this month, let’s make space for the dads. Let’s champion workplaces where being a great father and a great colleague aren’t in conflict but part of the same story.

—

Footnotes

1. Empower-Up (2025). Why supporting fathers is everyone’s business. https://empower-up.com/2025/10/why-supporting-fathers-is-everyones-business/

2. Fatherhood Institute (2023). Contemporary fathers in the UK. https://www.fatherhoodinstitute.org/contemporary-fathers-in-the-uk

3. Equality and Human Rights Commission (2018). Fathers, family and work – contemporary perspectives. https://www.equalityhumanrights.com/sites/default/files/research-summary-41-working-better-fathers-family-and-work_0.pdf

4. Fathers Network Scotland (2022). Dads’ Survey 2022. https://www.fathersnetwork.org.uk/dads_survey_2022

5. University of Birmingham (2022). The benefits of supporting working fathers. https://more.bham.ac.uk/fathersintheworkplace/the-benefits-of-supporting-working-fathers/

The Silent Load: How Men Experience Mental Health Differently at Work

Mon, 03 Nov 2025 12:48:09 GMT

We talk a lot more about mental health at work these days, but for many men, silence still feels like the safest option.

Men today might be more comfortable talking about emotions than previous generations. But the old idea that strength means staying stoic and self-reliant still lingers in many workplaces and can even be reinforced. Showing stress or vulnerability can still feel risky, especially in fast-paced or male-dominated environments. Research shows that in England, around 15% of men experience a common mental health problem such as anxiety or depression, compared with 24% of women. Yet men are three times more likely to die by suicide.¹

For many men, work isn’t just a job; it’s part of their identity. But that sense of duty and drive can make it hard to step back or ask for help. The Men’s Health Forum estimates that about 191,000 men in the UK experience work-related stress, depression or anxiety each year ( that’s roughly 1 in 80 working men), and those are only the ones who report it. In many industries, long hours and “macho” workplace cultures can make openness even harder. One review found that men’s depression in male-dominated workplaces is often unrecognised and untreated.²

Because men are less likely to talk about how they feel, their struggles can look different. Rather than sadness or withdrawal, it might appear as irritability, overwork, drinking more, or simply “keeping busy.” These signs are easy to overlook or dismiss as personality traits, but they’re often symptoms of burnout or deeper distress.

Businesses can make a real difference by shifting the culture. When seeking support is seen as strength, not weakness, and when managers are trained to notice less obvious signs of stress, conversations can start to happen. Offering low-pressure ways to talk, like more informal check-ins or peer discussions, can help too. Evidence shows that when support is designed with men in mind, engagement and wellbeing both improve.³

At Fresh Seed, we believe that real wellbeing starts with understanding - recognising that men’s experiences of pressure, identity and silence can be different, but no less real. Creating spaces where men can speak openly and be heard isn’t just good for mental health; it’s good for people, performance, and the culture we build together.

---

¹ Mental Health Foundation (2023). Men and mental health statistics. https://www.mentalhealth.org.uk/explore-mental-health/statistics/men-women-statistics

² LaMontagne, A. et al. (2016). Depression in male-dominated workplaces. https://pmc.ncbi.nlm.nih.gov/articles/PMC5127922/

³ LaMontagne, A. et al. (2016). Work-related mental health interventions for men. https://pmc.ncbi.nlm.nih.gov/articles/PMC5127922/

Creativity Shouldn’t Have An Expiry Date

Tue, 07 Oct 2025 15:49:59 GMT

On the 14th October, we celebrate Ada Lovelace, who in 1843 wrote the first ever computer algorithm. While working on Charles Babbage’s Analytical Engine, she imagined a machine that could make art, music, and patterns, not just calculate ^1. It’s a fitting starting point for industries built on imagination. The modern games and creative sectors owe as much to artistry as to engineering, and yet, the balance of who gets to shape those worlds is still uneven.

According to Ukie’s latest UK Games Industry Census, women make up around 30% of the UK games workforce ^2. That’s progress, but still far from parity. Representation also drops sharply at senior and leadership levels, with few women leading studios or even at a senior level.

And let’s talk about the elephant in the room…age.

Women over 50 are one of the fastest-growing groups in the UK workforce, ³ yet they remain strikingly underrepresented in the games and creative industries. In sectors that celebrate youth, experience can be undervalued, as they are seen as less “current” rather than more capable. But experience is creative capital. It brings strategic perspective, empathy, long-term vision, and a deep understanding of audiences and culture.

Research consistently shows that age-diverse teams are more innovative. ⁴ When studios bring together early-career talent and later-career expertise, the work improves. Supporting women in later stages of their careers also benefits those just starting out. When younger women see older women thriving in creative tech — leading studios, coding engines, designing art, or producing games — it changes what feels possible. Studies show that exposure to visible female role models in STEM and creative fields directly increases girls’ likelihood of entering those paths, ⁵ and that intergenerational mentorship boosts confidence, progression, and retention. ⁶ So, retaining women over 50 isn’t just about fairness; it’s about strengthening the creative pipeline.

The next wave is already on its way. More women are studying ‘tech’ subjects more than ever before ⁷ . But to keep that talent, studios and creative employers need to show that games and digital creativity can be a lifelong career.

That means designing work that fits real lives: flexibility that’s normal, not exceptional; career paths that don’t plateau after 40; menopause and health issues that directly affect women are treated as part of inclusion, not a side issue. It also means recognising and celebrating the creative talent that’s 50+, the producers, designers, writers, engineers, and storytellers who continue to shape how the world plays and connects.

Ada Lovelace saw code as art. Today, the games and creative industries carry that legacy. The challenge now is to make sure that creativity remains open to everyone, at every stage of life.

https://www.sciencefocus.com/future-technology/how-ada-lovelaces-notes-on-the-analytical-engine-created-the-first-computer-program
https://cms.ukie.org.uk/wp-content/uploads/2025/05/Ukie-Diversity-Census-Report-2022-6_compressed.pdf
https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/previousreleases
https://figshare.le.ac.uk/articles/conference_contribution/Workforce_Age_Diversity_Innovation_Performance_and_the_Moderating_Effect_of_Societal_Tolerance/26335483
https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2020.02204/full
https://www.povertyactionlab.org/policy-insight/advancing-womens-representation-and-opportunities-stem-fields-through-exposure-role
https://www.bcs.org/articles-opinion-and-research/female-computing-students-closed-the-gap-on-men-in-2024-new-data-shows

Hot Flushes And Cool Leadership: Isn’t It Time to Talk About Menopause at Work?

Tue, 07 Oct 2025 15:49:36 GMT

Menopause is still a word that makes some people shift uneasily in their seats, and it’s a topic that we’ve been avoiding for too long. But menopause isn’t a “women’s issue” in the sense of being sidelined — it’s a leadership issue, and it’s time we started treating it as such.

Menopause typically happens between ages 45 and 55 (the average in the UK is about 51¹). But many women go through perimenopause years before that because hormonal changes don’t always wait for a convenient moment. Almost 8 in 10 menopausal women are still in work in the UK². So for most women, the menopause journey is a working-life journey. Yet, despite this, many workplaces still act as though it’s someone else’s problem.

And here’s where it becomes a strategic business issue: women over 50 are not only staying in the workforce — they’re the only cohort that’s actively growing. In fact, one in three UK workers is now over 50, and employment among people aged 50–64 has risen to around 71%, its highest level ever. Women in this age group make up 4.6 million workers, a record number³. Over the past three decades, the number of over-50s in employment has climbed faster than any other age group⁴. They are, quite literally, the engine of experience and continuity in modern organisations.

Ignoring menopause means ignoring a third of your workforce and one of the most vital, fastest-growing parts of it.

The Numbers That Should Make Leaders Sit Up

These stats hurt, but they also clear the (brain) fog and help us see what’s at stake. And let’s be clear — these are not fringe stats. These are your senior people, your mid-level leads, your experience and institutional wisdom, all potentially breaking under strain.

- 17% of people with menopausal symptoms say they’ve considered leaving work due to lack of support³.
- 6% actually have left work for that reason³.
- 23% of working women (UK) said they’d considered quitting because of menopause or menstrual symptoms; 14% said they were actively planning to quit⁴.
- One in ten women have already left a job because of menopause symptoms⁵.
- 44% of menopausal women say their ability to work has been affected by symptoms⁶.
- 79% report their workplace has no support network, and 81% have no absence policy for menopause⁶.
- 65% of women in one study said their work performance was impacted by menopausal symptoms, and 18% had taken sick leave⁷.
- One in ten women aged 40–55 have already left a job due to menopause symptoms — and 13% more have considered doing so⁸.
- Menopause is estimated to cost the UK economy 14 million working days lost annually⁸.
- Over half of women say menopause has had negative effects on work — for concentration, stress, patience, and physical capacity⁹.

Add to that another key data point: among workers aged 50–54, 19% left their jobs due to stress, and 17% said they left because they “didn’t feel supported”¹⁰. Combine that with the menopause figures above, and you see a clear pattern — lack of workplace understanding and flexibility is pushing out some of the most experienced professionals in the workforce.

Here’s How Leaders Can Act With Purpose (and Heart)

We can create workplaces where people don’t have to choose between being human and being brilliant. Where saying “I’m struggling today” is met with “How can I help?”, not “Prove it.”

Here’s how to start:
- Make it talkable³ — normalise the conversation. Silence is costly.
- Offer flexibility — small adjustments can make a huge difference in retention.
- Design for comfort — ventilation, uniforms, and space matter more than you think.
- Put it in your policies — formal recognition empowers both leaders and employees.

Great leadership doesn’t just see the data, it cares about the human behind it. Speak to the Fresh Seed team to discuss putting menopause policies and practices in place to support your teams.

References

¹ UK Government. (2024). Menopause in the Workplace Literature Review. https://www.gov.uk/government/publications/menopause-in-the-workplace-literature-review
² NHS England. (2024). Menopause in the Workplace Engagement. https://www.engage.england.nhs.uk/safety-and-innovation/menopause-in-the-workplace/
³ UK Government. (2024). Economic Labour Market Status of Individuals Aged 50 and Over. https://www.gov.uk/government/statistics/economic-labour-market-status-of-individuals-aged-50-and-over-trends-over-time-september-2024
⁴ Rest Less. (2024). UK Employment Levels Among the Over-50s at an All-Time High. https://restless.co.uk/press/uk-employment-levels-amongst-the-over-50s-at-an-all-time-highand-growing-faster-than-all-other-age-groups
⁵ People Management. (2023). One in Ten Women Quit Job Over Menopause Symptoms. https://www.peoplemanagement.co.uk/article/1754967/one-10-women-quit-job-menopause-symptoms-survey-reveals
⁶ Fawcett Society. (2022). Menopausal Women Let Down by Employers. https://www.fawcettsociety.org.uk/news/landmark-study-menopausal-women-let-down-by-employers-and-healthcare-providers
⁷ PMC. (2023). Menopause and Workplace Performance. https://pmc.ncbi.nlm.nih.gov/articles/PMC10540666/
⁸ CIPD. (2023). Menopause in the Workplace: Employee Experiences. https://www.cipd.org/en/knowledge/reports/menopause-workplace-experiences/
⁹ Simplyhealth. (2023). 3.5 Million Women Have Considered Quitting Their Job Due to Menopause. https://www.simplyhealth.co.uk/news-and-articles/35-million-women-have-considered-quitting-job-due-to-menopause-and-menstrual-health-symptoms
¹⁰ ONS. (2024). Reasons for Workers Aged Over 50 Leaving Employment Since the Start of the Coronavirus Pandemic. https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/articles/reasonsforworkersagedover50yearsleavingemploymentsincethestartofthecoronaviruspandemic/wave2

Breast Cancer and the Creative Industry

Tue, 07 Oct 2025 15:35:24 GMT

Every October, the pink ribbons return, and for a few weeks, we all rally behind the message. Then November arrives, and men start growing moustaches for Movember, and we start talking about men’s health (which is equally important), but the noise about breast cancer drops off a cliff.

In an industry that’s supposed to be all about imagination and connection, we’re still not brilliant at dealing with the realities that hit closer to home. But breast cancer isn’t a distant headline. Around 56,500 women are diagnosed with breast cancer each year in the UK, along with about 390 men.¹ It accounts for roughly 15% of all new cancer cases in the country.²

If you work in a studio of fifty people, odds are someone there has been directly affected — whether they’ve had it themselves, or someone close to them has.

I remember working with a mid-sized studio in Bristol. A lead artist went through treatment mid-production. Everyone wanted to help, but no one knew how. People sent flowers. Someone offered to take her tasks. But beyond that, there was a kind of hush, like we all agreed not to mention it unless she did. It came from love, but it also came from fear.

That’s the strange paradox of this industry. We make games where characters battle monsters and overcome impossible odds, but we struggle to talk about real-world battles that happen quietly in our own teams. The truth is, silence is expensive (emotionally and practically). By 2025, breast cancer is expected to cost the UK economy around £3.2 billion, potentially rising to over £4 billion by 2050.⁴ Those numbers include not just treatment but lost productivity, time off work, and the toll it takes on families and mental health.

Now imagine that on a studio scale — a key developer out for months, a producer juggling deadlines and hospital visits, a small team trying to hold a project together while pretending everything’s fine. The emotional toll that takes on not only the person going through the treatment but on their families, friends and colleagues is real.

And it’s not a distant issue for younger industries anymore. Women over 50 are now the fastest-growing segment of the UK workforce — accounting for almost one in three working women, and their numbers have more than doubled since the early 1990s.⁵ In the creative sector, that means more experienced team members, people whose talent and mentorship keep studios afloat. Yet this same group is also most at risk of developing breast cancer, with the vast majority of cases occurring in women over 50.¹

That overlap matters. As our industry matures, so does its workforce, and supporting people through health challenges like breast cancer isn’t just compassionate, it’s essential.

It’s rarely the grand gestures that help; it’s the small, human ones that really count. Sometimes it’s as simple as someone in leadership saying, “We’re here if you need to talk.” Or a producer shifting deadlines so someone can rest without guilt. It’s about treating health like a shared reality, not an awkward side-quest.

One of the quiet strengths of the UK creative scene is that we do care. When things go wrong, people rally. They make tea. They donate. They draw, write, code, or compose something really beautiful in response. That’s the heart we should lead with, not just in October, but all year round.

¹ https://www.cancerresearchuk.org/health-professional/cancer-statistics/statistics-by-cancer-type/breast-cancer

² https://www.cancerresearchuk.org/health-professional/cancer-statistics/statistics-by-cancer-type/breast-cancer

³ https://www.cancerresearchuk.org/health-professional/cancer-statistics/statistics-by-cancer-type/breast-cancer

⁴ https://breastcancernow.org/about-us/blogs/the-cost-of-breast-cancer-2025-update

⁵ https://www.gov.uk/government/statistics/economic-labour-market-status-of-individuals-aged-50-and-over-trends-over-time-september-2024

The Brutal Truth: Stop Stroking Your Ego - Your ‘Perfect Fit’ Might Be Your Biggest Hiring Flaw

Mon, 01 Sep 2025 08:18:29 GMT

Let’s talk about something a lot of founders, leaders and hiring managers do (sometimes unknowingly): hiring their double. But here’s the problem - if your team is made up of people just like you, who’s filling the gaps and doing the stuff you can’t do?

Hiring someone who’s your doppelganger can feel like the easy option. It’s familiar, low-friction, and feels less risky. But if you’re building a business with long-term goals, not just short-term harmony, you’ve got to look beyond that. Strong teams aren’t made up of people from the same backgrounds and experiences, who all think and work the same way - they’re made up of people who bring different strengths and perspectives to the table. If you’re hiring someone with the same skill set or outlook as you, you’re not filling a gap; you’re just repeating what’s already there. And that only gets you so far.

Let’s be clear, culture fit is important. You don’t want to hire someone who totally jars with your values or makes every team meeting feel awkward. But culture fit should never mean the same background, same opinions, same preferences. True culture fit is about shared values, not shared personalities. It’s about how people work, communicate, collaborate, show empathy, handle feedback etc.

If you’re serious about building a team that’ll take you through 2026 and beyond, start by looking inwards.

What’s actually missing in your current team?
Where are the skill gaps?
Do you need deeper technical expertise, better comms, stronger operations, fresh creative thinking?
Do you have the diversity you need to succeed long term?

Hiring people from different backgrounds, whether that’s culture, class, industry, education, or life experience, leads to stronger, more adaptable teams. People with different perspectives see problems differently. They challenge each other’s assumptions. They spot risks and opportunities others might miss. When you’ve got a team full of people who’ve walked different paths, your problem-solving becomes richer. Your creative thinking stretches further. Your blind spots get smaller.

If your company is aiming to do something new, fresh or future-focused, then hiring people who don’t think like you is exactly what you need. Run a proper skills audit and involve your existing team. Look at performance trends and be honest about what’s holding you back. Then, hire for what you don’t have, not what feels easy.

One of the boldest, smartest moves you can make is hiring someone better than you in a certain area. Not just slightly better, miles better. So good it makes you slightly nervous. That’s leadership, and it’s how you grow. Hiring someone more experienced, more innovative or more technically savvy doesn’t undermine your position; it elevates your whole team.

You don’t need to be the best at everything. You need to build a team that is.

Another common pitfall we often see is hiring someone just because you know them. Yes, of course, trust matters. Yes, shortcuts feel good when you're busy. But hiring someone straight away purely because you know them can land you in hot water. Ask yourself: are they really the right fit? Do they challenge your thinking? Are they bringing something new? Or are they just...safe? Safe doesn’t always scale.

2026 isn’t that far away, and the teams that will thrive in the next few years won’t be the ones stacked just with “culture fits” or polite replicas of the founder.

They’ll be:

Diverse by design, not default
Clear on what good looks like for each role - not just in output, but behaviours and values
Comfortable with being challenged, because fresh thinking is a feature, not a flaw
Hired strategically, based on current gaps and future goals - not who just happens to be looking right now.

So, think about who you really need to grow the business you actually want in 2026.

It might not be someone like you. And that’s the whole point.

Disability Discrimination Claims Are Up 40%! We Explore Why, What Employers Keep Getting Wrong and How You Can Get It Right

Mon, 01 Sep 2025 08:18:26 GMT

New stats show that disability discrimination claims have jumped a whopping 40% in the last year. That’s nearly 12,000 cases going through Acas’s early conciliation process - up from around 8,500 the year before. And guess what’s behind a big chunk of that rise? Mental health.

Conditions like depression, anxiety, neurodivergence and menopause may be classed as disabilities under the Equality Act 2010 if they have a substantial and long-term impact on someone’s ability to carry out normal daily activities. That shift in recognition is a positive one, but it’s also exposing some serious gaps in how organisations are handling things behind the scenes.

The Two Extremes We're Seeing

1. Managers who simply don’t know what to do

Many line managers and even HR teams aren’t trained to handle these situations properly. They don’t understand what qualifies as a disability under the Equality Act, how to approach conversations, or what reasonable adjustments might look like. So they freeze, avoid the issue, or unintentionally make things worse by brushing it aside.

This lack of confidence and clarity can be damaging and, in some cases, discriminatory. Not because someone meant to discriminate, but because no one told them how not to. This isn’t about bad intentions; it’s about lack of knowledge, and without the right training or guidance, people managers freeze. They don’t know what they’re supposed to ask, what they’re allowed to ask, or how to put support in place that’s legally sound and genuinely helpful for that person as a unique individual.

So what happens? Employees feel dismissed, unsupported, or worse, pushed out. And then the claim letters start flying in.

2. Employers going into full panic mode

On the flip side, some businesses go into overdrive. They say yes to everything, rewrite entire policies, or agree to employee requests out of sheer fear of ending up in tribunal.

What starts as a well-intentioned effort to support employees can spiral into inconsistency, resentment, and even more risk. You can’t bend over backwards for everyone without creating chaos. Without proper structure or consistent decision-making, these moves can:

Undermine team morale
Set unsustainable precedents
Create confusion and resentment amongst colleagues
Lead to unfairness (especially if others don’t receive similar flexibility)

We’ve seen situations where one employee is granted generous work from home arrangements to support their mental health, only for another person within the team, facing similar challenges, to have their request turned down because it’s not workable for the business to have more than one team member constantly working from home. What might start as a well-meaning attempt to support everyone can quickly backfire. If decisions aren’t consistent or thought through, you risk not only causing friction across the team but also edging into discrimination territory.

Bending over backwards for every individual request just isn’t sustainable, and it can create confusion, resentment, and a culture that’s impossible to maintain.

Both Extremes Are a Problem

So let’s be honest, neither approach works.

❌ Not training managers properly = risk of discrimination, legal claims, and broken trust.

❌ Overreacting and giving in to every demand = disjointed processes, resentment, and long-term business headaches.

There’s a middle ground. And it starts with understanding.

The bit no one wants to say out loud: Some employees DO play the system

Most employees are genuine, but not all. And we see a lot of cases where individuals throw out terms like “ADHD” the moment performance concerns are raised, hoping it’ll shield them from accountability or formal capability action.

This doesn’t mean you should dismiss claims of neurodivergence or mental health struggles, but it does mean you need to apply a healthy, compassionate scepticism. You are not obliged to say yes to everything. You can ask for clarity. And you should seek advice.

Here's What Leaders Should Be Doing

It all comes down to balance - supporting your people, staying legally compliant, but also keeping your culture sustainable and fair.

Lead with empathy but not fear

Empathy doesn’t mean over-accommodating. It means listening, understanding the impact on the person, and responding with compassion and clarity. Leadership training should include how to hold these conversations, not just what to say, but how to listen and respond in a way that builds trust while maintaining boundaries.

Know what you're actually obliged to do

You don’t need to wait for a formal diagnosis before making reasonable adjustments. The law doesn’t require a piece of paper from a doctor. But you also don’t need to say yes to everything an employee asks for either. What's reasonable depends on your business context, and you get a say in that.

Not all stress is a disability. Not all forgetfulness is neurodivergence. And not all mental health issues are long-term. If someone tells you they’re struggling, take it seriously, but also look at patterns, performance, consistency, and impact. Reasonable adjustments should be reasonable - they’re not about creating new roles or ignoring responsibilities.

Seek support from Occupational Health

This is where Occupational Health (OH) becomes invaluable - OH provides an independent, professional view on whether someone is likely to be considered disabled under the Equality Act, what adjustments are appropriate, and how those adjustments might impact the business. But OH assessments aren’t just about someone having a chat with an independent practitioner and ticking a few boxes. A well-run OH process includes a thorough evidence base, and that matters, especially if a decision is ever challenged down the line.

OH professionals can:

Request access to medical records or reports from the employee’s GP, specialist, or mental health practitioner (with the employee’s consent).
Review diagnostic history, prognosis, and treatment plans.
Consider how the condition affects day-to-day activities - not just how the employee feels at that moment.All of this helps paint a clear and fair picture of the situation, rather than relying solely on an employee’s self-report or what a line manager thinks they’ve observed.

Build a culture of trust and consistency

People are more likely to be open about their needs when they trust the response will be fair and thoughtful - not panic-driven or dismissive. If employees feel like you're either too rigid or too reactive, they’ll either stay silent or push boundaries. Neither leads to a healthy culture.

Consistency is key - similar cases should be treated similarly. That doesn’t mean identically, but it does mean that your reasoning and processes should be clear, documented, and explainable.

Final Thoughts: Get the Balance Right

You don’t have to be a lawyer or a therapist to handle mental health well at work, but you do need to understand your responsibilities and respond with a bit of backbone and a lot of empathy.

Training helps. Policies help. Culture helps. Fear? That doesn’t help anyone.

If you’re unsure how to strike the right balance, support your managers, or protect your business while still showing up with empathy and compassion, let’s talk! We help leaders get this stuff right, without losing sleep over tribunals or turning every situation into a panic-driven policy rewrite.

2026 in Focus: What the ERB Roadmap Means for Employers

Mon, 01 Sep 2025 08:18:22 GMT

In July, the Government published its official Implementation Roadmap for the Employment Rights Bill, providing employers with the most detailed timeline yet for when the wide-ranging reforms are likely to take effect. For those of you already familiar with the broad proposals, this document is less about what is changing and more about when.

While the Bill itself was introduced with ambitious intentions, this latest update signals a more realistic, phased approach. Some headline changes like protections against zero-hours contracts and the long-anticipated ‘Day 1’ unfair dismissal right now appear unlikely to take effect until sometime in 2027, contrary to earlier expectations.

For Leaders, HR and People teams, this revised timeline brings greater clarity and time to prepare. If you’re reviewing policy documents, people strategies, or operational plans for next year, these now updated dates will be important for you to take note of.

Key Dates: What’s Happening and When?

The roadmap confirms that changes will roll out in stages between now and 2027, using common commencement dates: 6 April and 1 October each year.

Immediate (Following Royal Assent in 2025)

Repeal of the Strikes (Minimum Service Levels) Act 2023
Repeal of most of the Trade Union Act 2016
New protections against dismissal for participating in industrial action

April 2026 – First wave of change

From 6 April 2026, the following measures are expected to come into force:

Reform to Statutory Sick Pay - Removal of both the lower earnings limit and the three-day waiting period. This significantly broadens access.
Doubling the protective award for collective redundancies
‘Day 1’ rights for:
Paternity leave
Unpaid parental leave
New whistleblowing protections
Simplified trade union recognition processes
Introduction of electronic and workplace balloting
Establishment of the new Fair Work Agency

This phase will require policy updates in relation to family leave, sickness absence, whistleblowing procedures, and trade union engagement. HR and payroll systems may also need configuration updates.

October 2026 – Expanded obligations

From 1 October 2026, a further set of changes are expected, including:

New employer duties to take ‘all reasonable steps’ to prevent sexual harassment, including by third parties.
Ban on fire and rehire practices
Stricter employment tribunal limits and protections for those taking industrial action
Launch of a Fair Pay Agreement Negotiating Body for adult social care
Revised tipping legislation
Expanded Trade Union rights

This wave introduces new risks for employers who haven’t recently reviewed their Dignity at Work or Respectful Workplace policies. Updates to handbooks will need to be made and manager training will be essential, especially in relation to harassment prevention, consultation protocols and contract variation processes.

2027 – Final phase

Though further detail is still expected following consultation, the Government has indicated that the final phase (throughout 2027) will include:

Protections against zero‑hour contract abuse, extended to agency workers
‘Day 1’ right to protection from unfair dismissal
New rights for pregnant workers
Flexible working reform
Gender pay gap and menopause action plans (voluntary from April 2026, likely firming up later)
Bereavement leave
Regulation of umbrella companies
Collective redundancy consultation changes

These are more systemic changes that will require long-term planning, particularly for businesses relying on casual contracts or working across sectors with complex employment models.

Key Takeaways for Employers

April and October 2026 are your anchor points. Planning updates should align with these dates as you prepare internal communications, training, policy reviews, contract updates and system changes.
Consultations are still underway on several measures, but the roadmap gives enough certainty to begin risk assessments and scenario planning. Sector-specific guidance (e.g. from Acas) is expected in due course. These will be essential for operationalising the changes, especially for SMEs and non-unionised environments.
While implementation is phased, the cumulative impact is significant. Early preparation will help ensure compliance and reduce disruption.

How Fresh Seed can support

Whether you need to review strategy, employment contracts, develop training for line managers, or assess policy gaps, we can help you prepare for what's ahead.

Get in touch here if you'd like to talk through a tailored roadmap for your business.

It’s Not About Where You Sit - It’s About Who You Trust

Wed, 30 Jul 2025 09:38:52 GMT

If there's one thing the pandemic taught us about work, it’s that we don't have to sit in an office from 9 to 5 to get the job done. We've learned that when workers are trusted to work in the manner that works best for them, they tend to deliver more. A strong culture isn’t about tracking hours; it's about trusting individuals to deliver results. When people feel trusted, they engage more deeply, collaborate more openly, and stick around for longer.

Before 2020, productivity was often conflated with visibility by many organisations. If you were present at your desk, you were assumed to be working. But the abrupt transition to remote working demonstrated that productivity isn't a matter of being surveilled; it's a matter of freedom and the right tools to deliver excellent work. In fact, a UK study conducted by the Productivity Institute discovered that trust accounted for as much as 18% of the variation in how productive firms were during the pandemic. Trust is not a “nice-to-have”. It's quantifiable, and it yields returns.

In spite of this, there are still companies yanking individuals back into the office out of a fear that working remotely equates to slacking off. In a survey by Cisco, 81% of employers questioned remote productivity, and 77% of employees believed these mandates were more about visibility than efficacy. The reality is, trust is more difficult than micromanaging, but also much more powerful.

When individuals are trusted, they're more motivated, engaged, and loyal. Autonomy fuels creativity and innovation. Studies of agile teams demonstrate that autonomy even enhances psychological safety. Conversely, overcontrol drives people away, generating burnout and turnover. Naturally, trust does not imply "anything goes." It implies clarity of outcome and provides people with the autonomy to get there their own way. Hybrid work, when properly implemented, gets this balance right - utilising office days for connection and collaboration, and providing focus time elsewhere. The most progressive leaders spend less time monitoring hours and more time saying: What are we trying to accomplish, and how can I help you do your best work?

The stakes are high. Flexibility is no longer a benefit; it's a necessity. A global survey found that 63% of employees would accept a pay reduction simply to have greater autonomy over how and where they work. Organisations that don't evolve do so at the risk of losing their top talent to those who do.

A strong culture isn’t built on where we sit; it's built when people are trusted to show up and deliver, and whether leaders are brave enough to trust their teams. Organisations that embrace this are already seeing the returns: better retention, stronger engagement, and a reputation as somewhere people actually want to work. Of course, trust is just one part of building a strong culture, not the whole story. From creating psychological safety to nurturing leadership that welcomes challenge and influence, it all connects.

If you’re curious about the other pieces of the puzzle, check out our other blogs!

You Say You Want a Strong Culture? Let’s Talk About the Messy Bits.

Tue, 29 Jul 2025 14:27:45 GMT

When people talk about building a strong culture, they often reach for the obvious things: engagement surveys, benefits packages, flexible working, socials, ping pong tables with matching branded paddles. But the really good stuff - the stuff that actually builds a culture people want to stay in, contribute to, and grow with? That stuff is often a bit less shiny. And a bit more uncomfortable.

Here’s what we see all the time in our work with creative organisations: leadership teams want to shape a great culture but are unconsciously dodging the very thing that would allow that culture to thrive - making space to be challenged and influenced.

Leadership isn’t a finished product. If your founders, directors or senior team believe they’ve arrived at “correct” and everyone else just needs to catch up, culture starts to calcify. The strongest cultures are the ones where leaders are willing to actively listen and go, “Huh, hadn’t thought about it like that”, and change their stance accordingly.

It doesn’t mean giving up control or becoming a culture-by-committee free-for-all. But it does mean making room for different perspectives, asking better questions, and not going on the defensive when someone sees things differently or pushes back, respectively. In fact, a healthy challenge from your team is a sign of trust, not disloyalty.

Too often we see organisations where feedback travels one way: top-down. But if you want your people to grow, your leaders have to model growth too. That means creating mechanisms for upward feedback and more importantly, actually listening to it. Skip-level conversations, anonymous pulses, reverse mentoring, even just informal “what do you think we’re missing?” chats over coffee can all help here.

Your team is watching how leaders respond to challenge. If it’s with defensiveness, shutdown, or worse, retribution, you’ve just trained your culture to stay quiet and conform. Not exactly what you’re hoping for.

Another frequent blind spot we see? Leadership teams stuck in indecision. Going round in circles when a matter is time-sensitive isn’t neutral - it actively damages culture. When employees are waiting for clarity and getting radio silence instead, it creates frustration, disconnection, and in some cases, serious legal risk.

We’ve seen it happen over and over again. HR raises a flag, outlines the options, provides the risk lens, but leadership hesitates, debates, delays. In the meantime, people are left without answers, uncertainty spreads, and what could have been a fairly simple decision snowballs into something bigger and more damaging. Not listening to your internal people experts or external consultants because it’s not the answer you want to hear doesn’t just undermine those individuals, it undermines the whole system. And while all that internal dithering is happening, you might still be projecting to the outside world a picture of “great culture” that’s out of sync with reality. People talk. Candidates notice. Communities watch. And that disconnect chips away at your employer brand from the inside out.

If you want to build a genuinely strong culture, you have to be decisive, transparent, and aligned in both message and action, even when it’s uncomfortable. Every interaction between an employer and an employee is quietly shaping an unwritten agreement - the psychological contract. It’s made up of expectations, perceived promises, and beliefs about how things work. And it’s very sensitive to inconsistency.

If your website or job ads say, “We value every voice”, but one of your juniors gets an idea or question overlooked in a team meeting, your culture just took a hit. If someone raises a concern about wellbeing or workload and gets told they need to “power through for the sake of the project”, your values just became optional. And trust? Trust just packed its bags.

Making space for influence and challenge feeds directly into a strong psychological contract. It shows that what you say and what you do actually align. And when that alignment’s there, magic happens: retention increases, creativity flows, and people feel safe enough to push boundaries (in a good way).

So What Can You Actually Do?

Here are a few non-obvious places to start:

Train your leaders to receive feedback, not just give it. This is a skill. It takes emotional intelligence, self-awareness, and practice.
Model curiosity, not certainty. “Tell me more” is a powerful phrase for a reason.
Create intentional spaces for disagreement. Build forums or rituals where healthy challenge is expected and welcomed.
Follow up with action. It’s one thing to say you’re open to feedback. It’s another to do something about it.
Acknowledge your blind spots publicly. Vulnerability builds trust. Try it - it works.
Make timely decisions (even when they're tough). Stalling creates confusion and breeds mistrust. Show your people that clarity matters more than comfort.
Use your people experts. HR and Ops teams often have the expertise and perspective to help you act quickly and with integrity. Don’t sideline them, listen and collaborate.
Be transparent about what’s going on. You don’t have to have all the answers, but leaving people in the dark erodes trust fast. Share what you can, when you can.
Check your external messaging against internal reality. If you’re shouting about your great culture online, make sure it’s genuinely playing out behind the scenes. Authenticity over optics, always.

Strong cultures aren’t built through slogans, what your website says, your socials or providing cool spaces. They’re built by leaders who are humble enough to be influenced, brave enough to listen, and bold enough to change. The work is continuous, sometimes messy, but always worth it.

So next time you think about improving your culture, ask: are our leaders open to being challenged? If the answer is no, that’s your starting point.

Need help turning values into real, lived culture? We support leadership teams to build strong, human-centred cultures that actually stick. Reach out to us below for a chat.

Government Launches Landmark Review of Parental Leave and Pay

Tue, 29 Jul 2025 14:16:05 GMT

The government began a thorough examination of the parental leave and compensation scheme in July.

The goal of this review is to update policies that many families claim are unclear and out of date.

With recommendations anticipated by January 2027, the review, which covers everything from maternity and paternity leave to shared parental and adoption leave, could set the stage for the largest upheaval of family rights in a generation.

The timing of this review coincides with increased scrutiny of the work-family balance. Even though the current system provides a variety of leave and pay options, many parents find it difficult to fully utilise and, for some, financially unfeasible. The implementation of Shared Parental Leave, brought into effect in 2015 to allow couples to share leave, has had a particularly low take-up. Most of the time, families simply can't afford to take it, or organising it is too difficult.

This new review doesn’t sit in isolation, either. It builds on the back of proposed reforms in the Employment Rights Bill (ERB) which includes measures like makin g paternity and unpaid parental leave day-one rights, extending protection during pregnancy and after return from maternity leave, and improving access to flexible working. These are all welcome and long overdue changes. But while the ERB focuses on adjusting the mechanics of leave, this wider review asks some deeper cultural and structural questions - ones that could completely reshape how leave is offered, funded and accessed in the future.

The review would like to ask some big questions.

Are the policies flexible enough for families?
Is the financial support sufficient, or does it leave parents with no alternative but to return to work sooner than they would like?
And how are our policies compared with other countries that have gone boldly to make parental leave more generous and inclusive?

The Government is also likely to consider making leave simpler and fairer for everyone. There is growing interest in seeing paternity leave extended and better remunerated, and others are seeking the system to be overhauled to offer a flexible universal parental leave system.

Over the next 18 months, data will be gathered and families, employers and experts consulted. The recommendations are set to appear in early 2027.

It will take some time, perhaps, but potentially this is the start of a radical shift in how we help parents through one of the toughest and most important times of their lives.

The Double Empathy Problem: The Barrier to True Connection

Wed, 23 Jul 2025 14:15:57 GMT

At our recent Leadership Breakfast, our discussions around the double empathy problem were lively to say the least. The idea challenges the assumption that empathy is a one-way street. Instead, it highlights that when two people (or groups) with different lived experiences struggle to understand each other, both sides feel a gap in empathy.

In leadership, this means we can’t assume our perspective as managers or founders is always fully understood, nor can we always fully grasp the lived experiences of our teams unless we actively seek to. Building resilient, creative studios requires acknowledging and bridging these empathy gaps, not just expecting others to “get” our viewpoint

Empathy Gaps in Leadership

Empathy isn’t just about being kind or understanding on a surface level. Often, empathy gaps arise when leaders unintentionally overlook the challenges and motivations of their teams. Whether it’s cultural differences or neurodiversity, these gaps can erode trust and communication if left unaddressed.

Empathy Needs a Backbone

Empathy is not a default skill, and without boundaries or direction, it can risk becoming sentiment without structure. As Sarah and Liz discussed, empathy needs a backbone, paired with clear values and a commitment to creating healthy, inclusive environments.

A truly resilient studio culture emerges when leaders can balance empathy with strength:

Listening deeply while making tough calls that uphold the well-being of the team and the business.
Creating space for vulnerability while setting clear expectations and boundaries.
Championing individuality while building shared purpose and accountability.

This is where leadership becomes transformative rather than performative.

Looking Ahead

The Leadership Breakfast was a powerful reminder that the next generation of game studios will be defined not by how many hours they can push, but by how human they can be in their approach. Resilience doesn’t come from grinding harder, but from creating environments where people feel heard and supported.

For those who were able, thank you again for joining us at Develop: Brighton. Let’s keep the conversation going, because building better studios starts with building better ways of leading.

What If We Designed Work Around Energy, Not Hours?

Wed, 16 Jul 2025 10:11:11 GMT

If Energy Drives Results, Why Are We Still Organising Work Around Time?

It’s not a new idea. In fact, it’s been knocking around for nearly two decades. “Manage your energy, not your time” — that’s the headline from a 2007 piece in Harvard Business Review . The BBC picked it up in 2017 . Countless wellbeing workshops, HR decks, and leadership retreats have echoed the same message ever since. And yet, here we are in 2025, still structuring most of our working lives around time rather than the one thing that actually fuels us: energy.

The idea makes sense. It always has. Our energy is finite and deeply personal. Some are night owls, while others experience their peak energy in the morning. It doesn’t move in perfect sync with a 9–5 schedule, and it certainly doesn’t respond well to constant pressure or performative productivity. We know this, not just theoretically, but intuitively. We feel it during our Monday morning brain fog or in the post-lunch crash. Our best work doesn’t happen in perfect blocks of time; it happens when our energy is aligned with the task, the environment, and the support around us.

So why hasn’t this idea taken root? Why, nearly 20 years after it was first written about in business journals, are we still defaulting to time as our primary lens for performance?

The truth is, time is easy to measure. It looks tidy on spreadsheets, and it reassures managers. Energy, on the other hand, is harder to quantify. It asks more of leaders as it forces them to tune in emotionally, not just administratively. Most importantly, it requires trust that people will work when they feel best able, but that deadlines will be met so that deliverables are well…delivered. And, let’s be honest, most systems still aren’t set up for that kind of trust.

But is this the moment to change that? Because the future of work isn’t about optimising every hour. It’s about designing systems that understand how humans actually function. Emotionally intelligent businesses are already starting to shift: not just offering flexibility in theory, but building cultures that regulate energy as a baseline. They create rhythms that allow people to pause, not just power through. They recognise that energy varies not just by individual, but by season, by role, by neurotype, by caregiving responsibilities, and they design with all of that in mind .

This isn’t about letting people coast. It’s about recognising that sustainable performance can’t be squeezed out of depleted teams. And when teams have enough energy, the payoff is huge. Not just in wellbeing, but in the quality of ideas, the strength of collaboration, and the consistency of delivery.

So the question now isn’t whether we should design around energy. It’s why we’re still hesitating. We don’t need another article to convince us. We need action from leaders who are willing to do things differently, and from organisations ready to build cultures that flex around the humans inside them, not just the metrics on the outside.

Want to design for energy, not just hours?
We can help you build a culture that doesn’t just survive — it sustains. Let’s talk.

If Summer is Breaking Your Culture, It Was Already Cracked

Wed, 16 Jul 2025 10:04:24 GMT

Schools have closed for the summer. Ice lollies are a staple food group. It’s the hottest summer on record (again), and the collective energy is somewhere between “sun-drenched bliss” and “deep existential fatigue.”

And somewhere in the middle of it all, the cracks in your culture are starting to show.

Half the team is away, whether it’s Cornwall, Menorca, or just off-grid and offline, and the rest are heat-frazzled and juggling childcare.

And suddenly, a workplace that felt connected and energetic in spring feels… off. But here’s the thing: If summer is breaking your culture, it was already cracked.

This season doesn’t create chaos; it just reveals what’s underneath when the usual structure fades. When presence drops and routines break, what’s left behind?

That’s the culture.

Just the actual, emotional mechanics of how your team works, or in many instances, doesn’t.

1. Does trust get shakier when people aren’t visibly working?
2. Do leaders freeze when the normal rhythm disappears?
3. Maybe well-being starts to feel like a nice idea, not an active priority.

These aren ’ t summer problems. These are design problems.

Here’s the truth no one wants to hear: If your culture only works when everyone’s in, engaged, and on form, it’s not really working.

]The future of work (the one we keep talking about in think pieces and strategy decks) shouldn’t hinge on visibility. It hinges on emotional intelligence. On systems that flex rather than asking people to stretch themselves to the limit, again and again.

In our opinion, the answer isn’t another internal comms push or a last-minute wellbeing webinar. It’s about how your culture is built, underneath it all.

Can people step back without guilt or suspicion?
Do managers know how to lead through quiet, murky patches?
Does trust stay steady even when the energy doesn’t?

Real culture holds steady in the off-season. It doesn’t need the room to be full or the vibe to be high. It’s sustainable, not seasonal.

So if things feel a little wobbly right now, don’t wait for September to sort it. Use this time to ask, what’s genuinely working and what’s being masked by momentum? Because it’s during this quieter summer period (heatwave, holidays and all) that gives you a rare glimpse into the soul of your workplace. Don’t waste it.

Live Testing the Future of Work (Whether We Mean to or Not)

Wed, 16 Jul 2025 10:01:06 GMT

It’s mid-July. Wimbledon’s over, the group chats have gone quiet, and half the team’s off somewhere between a beach and an out-of-office message.

The rest of us? Still here. Sort of. It’s an odd time of year. But it’s also revealing, because how your team handles this stretch says a lot more about your culture than any all-hands meeting ever could.

When things slow down, the truth shows up

The gaps in comms, the quiet burnout, the awkward hybrid moments, they’re nothing new, they’re just easier to spot when everything else softens.

Some people push through, while others quietly withdraw, and some over-function to keep the wheels turning (which could lead to burnout).

And that’s the thing: if your culture only works when everyone’s online, energised and in full swing, it’s probably not that strong to begin with.

The future of work isn ’ t just tools and tech

It’s not just about AI, Slack threads, or async project boards. It’s about whether your people feel safe to rest. Whether your systems adapt to the messy realities of life. Whether leadership knows how to hold space when things aren’t perfect.

The future belongs to teams that are flexible because they trust each other, not just because the policy says so.

This moment matters

It’s tempting to just ride this quiet spell out and wait for September. But that’s in our opinion that’s a missed opportunity.

This is the perfect time to pause, not just for holidays, but for reflection.

Is your culture emotionally sustainable?
Do your managers actually know how to lead people, not just tasks?
Are your teams really connected, or are they just keeping up appearances?

The answers are in the small things: who feels safe to say “I need a break,” and whether that’s seen as weakness or wisdom.

So, before everyone returns and the diaries fill up again, our advice is to take stock because the world of work is still evolving.

Need help building a culture that bends without breaking?
Let’s talk.

Summer Shows Us the Truth About Line Management

sarahb@freshseed.co.uk — Wed, 16 Jul 2025 09:47:15 GMT

We’re continuing our seasonal look at work and culture, and this month, we’re talking about summer and the quiet clarity it can bring.

Something happens at this time of year. Work slows down in some places, heats up in others, and the usual rhythm of office life becomes patchier, less predictable. People are in and out. Energy is lower. The structure softens. And in that shift, things start to surface.

The people holding it all together? It’s not just senior leadership. It’s the line managers. The ones in the middle, catching the pressure from above and the emotion from below. They’re not just managing tasks and meetings. They’re listening to overwhelm. They’re fielding last-minute holiday cover. They’re sensing tension in hybrid teams where presence is inconsistent and communication frays. They’re quietly absorbing the emotional weight of a season that’s supposed to feel light.

And here’s the thing: most of them have had absolutely no training for this part of the job. That’s not a criticism. It’s a reality.

We spend so much time upskilling managers on systems, strategy, and processes. But when it comes to the real, human side of management, we still treat it as optional . A nice to have. Something you might pick up along the way if you’re “naturally good with people.” But emotional leadership isn’t a soft skill. It’s a core skill.

Summer can expose what’s really happening under the surface of a company’s culture.

When structure loosens, who’s picking up on the friction between colleagues or noticing the early signs of burnout? That’s emotional labour. And most of it is landing on managers who were promoted for their technical skill, but are now expected to be coaches, counsellors, and culture carriers too.

It’s not a performance problem. It’s a systemic one.

We’ve put people in emotionally demanding roles without giving them the tools to do it well. That’s not fair, and it’s not sustainable. And it’s especially clear during the summer season.

It’s also why the businesses investing in EQ training now will be the ones leading the cultural shift. Not just because they’re developing “better managers,” but because they’re acknowledging the reality of work today, that leading people is emotional and that emotionally intelligent humans know how to build trust and adapt with empathy.

Summer gives us a rare moment to see all this clearly. It slows us down just enough to notice what’s working and what’s being held together by pressure, not design. And if your culture is wobbling now, it’s not because people are slacking. It’s likely because your managers are stretched too thin. So if you’re reflecting on your culture this season, start there.

Ask how your managers are really doing. Ask what support they’ve had, not just in getting things done, but in leading their teams. That’s where culture lives. And that’s where real change begins.

Ready to build emotionally intelligent leadership into your culture, not just your values slide?

Let’s talk.

This Summer, Help Your Team Reset, Not Just Power Through

Tue, 10 Jun 2025 16:51:30 GMT

As we move into the summer stretch, many creative teams start to feel the emotional undercurrent of the season. Whether it’s patchy motivation, burnout after big launches, or the quiet juggle of holiday cover and home life, this time of year brings a different kind of pressure. One that can’t be solved with a cold drink and a team lunch.

At Fresh Seed, we don’t just help teams stay productive, we help them stay human. We believe in regulating energy, not just managing output. That’s the heart of emotionally intelligent culture design: building environments where people can work well and feel well, even during demanding times.

What does that look like in practice?

This summer, we’ll be helping creative teams to:

Spot emotional fatigue before it turns into burnout (or a quiet quit)
Build emotional intelligence into how they plan, meet, manage, and recover
Train managers to lead with compassion and clarity—especially when people are juggling care duties, leave guilt, post-launch flatness, or simply feeling fried

Because right now, more than ever, your people need more than performance check-ins, they need emotional check-ins.

Our EQ-led support includes:

Emotionally Intelligent Culture Check-ins
Quick, meaningful insights to see where energy is dipping and where support is needed
Emotional Intelligence Workshops for Managers and Leaders
Giving people managers the tools to respond, not just react
Wellbeing Strategy Support
Practical, tailored actions that align with the real rhythms of creative work

Inclusive Culture Tools
Designed to support working parents, neurodivergent team members, and freelancers navigating seasonal challenges

We believe summer should be a time to reset emotional energy, not just maintain appearances. If your team’s feeling a little stretched—or if you just want to do things differently this year, we’re here to help. Get in touch with the Fresh Seed team to explore training and support options for your people this summer.

Mind the (Summer) Gap

Tue, 10 Jun 2025 16:43:21 GMT

Why Your Studio’s Slump Might Be a Planning Problem in Disguise

By mid-July, something strange begins to happen across creative studios, games companies, and production houses alike. The Slack channels fall suspiciously quiet. And the Monday morning meeting includes more apologies than people.

Yes, the summer slump has arrived.

But before we collectively declare it a crisis, let’s ask: is the problem really the slowdown or our refusal to plan for it? Let’s talk about managing the British summer without losing momentum…or your sanity.

Pace Yourself: Slowing Down Isn ’ t Failing

It’s not exactly a surprise that things go a bit pear-shaped in July and August. People are on leave. Clients are “checking emails intermittently.” So why do we still plan as if everyone’s fully present and wildly productive? Here’s a thought: what if we didn’t?

Instead of trying to push through with business-as-usual, businesses should plan for the summer, just like they do for launch season, awards submissions, or year-end chaos. Swap out rigid sprints for more fluid cycles. Adjust sign-off timelines. Anticipate approval delays, and maybe (hear us out) stop acting surprised when they happen.

Creative Work Doesn’t Have to Mean Constant Output

Maintaining momentum doesn’t require burning the candle at both ends. Summer is the perfect time to switch to low-pressure, high-value work:

Pull out those project post-mortems you promised to do six months ago.
Tidy up your pipelines. (Not exciting, but very satisfying.)
Host informal mentoring sessions.
Let teams explore passion projects or upskill without the weight of deadlines.

If the delivery pace slows, that’s your cue to reflect, reset, and refresh. Not to panic.

Half the Team Is Frazzled, So Let Them Recover Properly

After Q2’s rush of launches and pitches, many teams roll into summer on the brink of burnout. Yet, they are expected to carry on “business as usual” just because the sun is out. What if we stopped pretending this was sustainable?

Leaders should set the tone. If you’re on leave, be on leave. None of this “just hopping on quickly” business. Your team needs to see boundaries in action.

And for those still in the office, consider:

Blocking out “no-meeting” afternoons.
Encouraging small, screen-free breaks.
Sanctioning some lighter workloads. Do less, but do it well.

We’re not suggesting an extended siesta, but rather a well-timed pause.

Flexibility for All

Everyone has a life outside work. Some have childcare gaps. Others are juggling caring responsibilities, holiday plans, or simply trying to exist without boiling over.

The key isn’t to pit people against each other, it’s to build better systems.

Encourage open planning discussions early.
Use shared calendars or leave traffic-light systems to flag coverage gaps.
Design short-term support models that work for everyone, whether that’s staggered hours, job shares, or a bit more trust in async working.

And for the love of office harmony, stop leaving the same people holding the fort each year. That’s not “team spirit”, it’s a failure of planning.

Managing Leave Requests

"First come, first served" might work for Glastonbury tickets, but it’s a fairly terrible way to run summer leave. A better approach? Focus on fairness, not just equality. Someone with sole caring responsibilities might need a specific week. Someone else might have been quietly covering three absent colleagues for weeks on end. Equal treatment doesn’t always mean equitable outcomes.

Encourage teams to:

Block out their intended leave early.
Have honest conversations about what they need and what others might need too.
Use a transparent process to avoid last-minute panics and hidden resentment.

And if you manage people? Show a bit of empathy. That week in Devon might mean more to someone than you realise.

Hybrid Weirdness: When Quiet Offices Get Quieter

During summer, hybrid working becomes even more surreal. The office is half-empty, the Zoom calls are full of echoes, and internal events disappear faster than the biscuits in the kitchen.

You can keep the culture alive, just tone it down a bit.

Host casual lunch clubs or pop-up “creative corners.”
Share playlists, photo threads, or light-hearted challenges.
Keep things hybrid-friendly. Not everyone wants to come into the office for a quiz no one asked for.

It’s not about forcing “fun”, it’s about keeping a sense of connection ticking along gently.

Don’t Forget Your Freelancers

Finally, a quiet word to those managing freelance-heavy teams: summer silence can be deafening for contract staff. Freelancers can often feel ghosted over summer, only to be urgently summoned in September when everything’s on fire.

Instead:

Check in with your freelancers, even if you don’t have immediate work.
Ask about their availability. Send a friendly note. Keep them in the loop.
Build fairer re-engagement systems that don’t rely on who happens to know who, or who was in the pub last Friday.

Freelancers aren’t a backup plan; they’re part of your business. Don’t lose them to someone who bothered to stay in touch.

The British summer may be short and unpredictable, but the summer slump only feels like a crisis if we keep planning like it’s not going to happen.

Our advice? Plan for summer. Design for slower rhythms. Prioritise people. And, don’t confuse motion with momentum. Trust us, you’ll return in September clearer, calmer, and with a happier team.

When Misconduct Meets Mental Health

Tue, 10 Jun 2025 16:26:26 GMT

Navigating Challenging HR Situations with Confidence and Care

Some HR situations are relatively straightforward, while others can leave even experienced managers uncertain about how to proceed. Few issues stir up as much anxiety in leadership teams as misconduct cases that take a sharp left turn into complex territory, especially when disability is involved. Add the fear of getting it wrong and ending up in tribunal, and it’s no wonder these situations often feel like a legal minefield.

So, what do you do when an employee admits to misconduct, but then tells you it was connected to a disability?

1. Don ’ t Panic, But Don ’ t Ignore It Either

The first and most important rule: if an employee discloses a health issue or disability during a disciplinary process, you’re officially on notice. You can’t just carry on with business as usual. Under the Equality Act 2010, employees with disabilities are protected from unfair treatment, including in disciplinary matters. From the moment of disclosure, you have a duty to pause, assess, and adjust if needed.

Include HR as soon as possible upon becoming aware of the situation, and share as much detail about the circumstances as you can. This enables HR to provide optimal support to employees while minimising business risk and maintaining empathy toward their disability(ies) and specific needs.

2. Do You Need To Adapt Your Process?

A standard disciplinary process might not be suitable in every case. Reasonable adjustments could be necessary, such as:

Extra time to prepare or respond
Holding meetings virtually or in quieter spaces
Relaxing rules around who can accompany the employee
Providing written materials in accessible formats

The key is, don’t assume. Ask the employee what support they might need. And if you're unsure, seek input from occupational health or a medical advisor.

3. Is the Misconduct Because of the Disability?

This is the crux of many tricky cases. If an employee’s condition caused or contributed to their behaviour, you must tread very carefully.

Here’s where case law offers guidance:

In Hayes v Scania, an employee with ADHD reacted aggressively after workplace provocation. The tribunal found his disability played a role, but also that dismissal was justified given the seriousness of the misconduct.
In Duncan v Fujitsu, the employee’s offensive messages were linked to ADHD and ASD. However, because he didn’t engage in the process or show insight, the dismissal stood.

The learning you can take from these cases, is that you can take action, but you need to prove it was necessary, reasonable, and proportionate.

4. Justify Your Actions

If disability is a factor, disciplinary action must be justifiable as a proportionate response to a legitimate aim.

What are you trying to achieve (e.g., protecting other staff, upholding standards)?
Could you achieve the same outcome less harshly (e.g., a final warning instead of dismissal)?
Have you considered medical input?

Document everything. Your reasoning, the options considered, and why your decision was necessary. It’s your best defence if things do end up in tribunal.

5. After the Outcome: Don ’ t Just Walk Away

Once the disciplinary process ends, your responsibilities don’t. If the employee stays, you may need to work with them to adjust their role or support them more proactively. If the outcome is dismissal, particularly where mental health is involved, it’s good practice to signpost external support and handle the exit sensitively.

Difficult HR scenarios like this are stressful, but avoiding them or handling them badly makes things worse. Get advice when you need it, involve medical professionals, keep your process transparent, and always lead with fairness. By doing so, you not only protect your organisation, but you also protect your people.

Want support with difficult HR cases?

Whether it's handling disability disclosures, navigating sensitive misconduct cases, or reviewing your policies, we’re here to help. Get in touch to speak confidentially with the Fresh Seed team .

Psychological Safety: The Missing Link in Most Mental Health & Wellbeing Strategies

Tue, 13 May 2025 14:46:07 GMT

Mental Health Awareness Week offers an important moment to pause, reflect, and reconsider how we think about wellbeing in the workplace. And while we’ve come a long way in recognising the importance of mental health, too many strategies still miss a critical piece of the puzzle: psychological safety.

You can’t talk about mental health at work without talking about psychological safety. One is the outcome, and the other is the environment. It’s not just about encouraging people to take mental health days or offering employee assistance programmes. It’s about building a culture where people feel safe enough to say:
“I’m not okay.”
“I need help.”
“Something isn’t working here.”

What Psychological Safety Is, And What It ’ s Not

Psychological safety isn’t about being agreeable or avoiding conflict. It’s about having honest conversations without fear of humiliation, judgment, or punishment. It’s about offering a space where people can admit mistakes, offer alternative views, ask questions, and challenge the status quo, without worrying about how it will reflect on their performance review.

Here at Fresh Seed, we see organisations invest in wellbeing strategies that skim the surface: yoga classes, mindfulness apps, fruit baskets. This happens more frequently than we’d like, and while these initiatives can be helpful, they’re not enough. No perk can compensate for a culture where people are walking on eggshells.

Leadership Is Culture in Action

The tone of psychological safety is set at the top. Leaders who are reactive, avoidant, or visibly stressed create a ripple effect throughout their teams. If you shut down feedback or micromanage decisions, people learn quickly: it’s not safe to speak up here.

Conversely, when leaders show vulnerability, own their mistakes, and genuinely thank others for challenging them, they create the conditions for trust. A psychologically safe culture doesn’t just happen. It’s modelled, reinforced, and protected every single day.

The Cost of Silence

It’s not enough to support people after they’ve burned out. Effective leaders make it safe to say “I need a break” before everything falls apart. When psychological safety is absent, people bottle things up. They avoid hard truths. Performance dips. Innovation stalls. The culture erodes in silence.

Ask yourself:
When was the last time someone on your team told you something uncomfortable, and you thanked them?

If your answer is “I can’t remember,” it might be time to rethink not just your wellbeing strategy, but your leadership habits.

Mental Health Is a Culture Issue, Not a Side Project

This Mental Health Awareness week, we encourage you to see that mental health isn’t a standalone topic to be acknowledged once a year. Rather, it’s a direct reflection of your workplace culture. You can’t have high performance and chronic silence. You can’t have trust without vulnerability. And you can’t have well-being without psychological safety.

This Mental Health Awareness Week, we encourage you to go deeper than comms campaigns and curated posts. Ask the hard questions:

What’s preventing your people from feeling heard?
Do your teams feel safe disagreeing with you?
Is there room in your culture for friction, challenge, and emotional honesty?

Because in the end, psychological safety isn’t a “nice-to-have”, it’s the foundation for everything else.

Inclusive Leadership in Light of the Supreme Court Ruling

sarahb@freshseed.co.uk — Tue, 13 May 2025 14:42:41 GMT

In a moment when the world is watching how leaders respond to hard questions about identity, equity, and belonging, the recent Supreme Court ruling feels like a step backwards. It is seen by many as a narrow and binary definition of gender at a time when so many are courageously living beyond it.

Inclusive leadership has never just been about checking boxes or issuing carefully worded statements. It’s about who we see, who we hear, and who feels safe being themselves. At its core, inclusive leadership means leading for everyone, not just for the majority or the most comfortable.

This ruling might be a legal precedent, but legal definitions don’t always reflect lived experiences. Inclusive leaders understand that identity isn't one-size-fits-all.

People’s realities are complex, fluid, and deeply personal. To force them into categories that don’t fit is to erase them.

When leadership teams only reflect what’s “safe,” familiar, or majority-approved, they send a message (intentionally or not) that difference doesn’t belong. That kind of culture isn’t just harmful; it’s bad for business. Diverse teams are smarter, more innovative, and more resilient. But diversity without inclusion is performative. It doesn’t work.

This moment is about more than bathrooms or boardrooms. It’s about belonging. If members of your team feel erased, marginalised, or tokenised, then inclusion is incomplete. And when people don’t feel safe, they can’t thrive. Now is not the time for silence or neutrality disguised as professionalism. Now is the time for leadership rooted in empathy, courage, and action. Not to “take a side,” but to create a space where everyone feels safe, seen, and supported.

So ask yourself: Are you creating a culture where people can show up as their full selves? Do your organisation’s policies match your values? And are you leading with empathy, or just managing optics?

True leadership goes beyond PR-safe diversity statements. It requires equity in systems, empathy in relationships, and policies that back up both.

We don’t all have the same lived experience, but we all have a role in building spaces where every person feels they belong.

What Sustainable Culture Actually Looks Like

Tue, 15 Apr 2025 08:36:21 GMT

Because lasting growth starts with the culture you’re growing it in.

Earth Month tends to shine a spotlight on how we’re treating the planet. But it’s also a good moment to ask how we’re treating our people and whether our culture is built to last. After all, when it comes to sustainability, the principles aren’t that different - Long-term thinking; Daily habits; Doing the right thing, even when no one’s watching. So here’s a thought:

What would happen if we treated workplace culture the same way we look to treat climate action?

We’re not saying your weekly team meeting needs compost bins. But just like the planet, your company culture is an ecosystem. And ecosystems don’t thrive on surface-level fixes or once-a-year awareness campaigns. They need care, consistency and long-term thinking.

The False Economy of Fast Culture

In the same way fast fashion damages the planet while looking fabulous on Instagram, fast culture can feel exciting in the short-term - quick growth, snappy slogans, shiny perks - but underneath, it’s draining your people.

Signs this is happening:

Turnover’s high, but no one knows why.
Exit interviews are polite...and damning.
Middle managers are firefighting.
There’s a lot of “we’ll deal with that later.”

If your culture relies on secrecy, burnout, or silencing to keep things going, you’re not building something that can last. You’re building something that might already be rotting under the surface.

This month, we’ve also been talking abou t NDA culture - h ow it's often misused to sweep poor behaviour under the rug, protect reputations over people, and keep “tricky” topics off the radar. That’s the opposite of sustainability. ( Read our separate blog on NDA culture here! )

So What Does a Sustainable Culture Look Like?

It’s not about being perfect - it’s about being intentional. A sustainable culture:

Plans for the long-term and nurtures people who want to stay and grow with you.
Practices transparency: Trust is built in the open. That means giving feedback, not just collecting it in anonymous forms that disappear into the void.
Evolves with its people. A sustainable workplace doesn’t treat culture like it’s fixed in stone. It asks, listens, reflects, and adapts.
Supports wellbeing, properly - not just lunchtime yoga (though we love a good stretch), but systems that prevent burnout and leaders who model balance.
Rewards emotional intelligence - because people stay for managers who “get it,” not ones who get results at any cost.

And crucially it prioritises psychological safety. If people are afraid to speak up, call things out, or suggest new ways of doing things then your roots are shallow.

Culture as Climate Action

The planet won’t be fixed just because of a few campaigns, and culture isn’t built in a single away day. It’s the everyday choices, the behaviours that get rewarded (or tolerated), the unspoken rules that govern how people actually feel at work.

So if you're already thinking green this April, extend that thinking inward:

Are your people burnt out, or growing?
Is your company good at retaining great talent, or just good at attracting it?
Are your values truly embedded, or mostly decorative?

Because sustainability isn’t just for the planet. It’s for your people, your culture, and your business model. And the best part? Get it right, and growth comes as a natural byproduct.

Like a healthy forest, your culture can become self-sustaining. But only if you invest in the roots - not just polish the leaves.

Want to check the health of your own cultural ecosystem?

At Fresh Seed we help creative companies audit, evolve, and grow cultures that people actually want to be part of. No greenwashing, no fluff - just honest support with a human touch. Let’s chat about where your culture’s at and where it could go.

Is It Time To Reset? Breaking the NDA Habit In The UK’s Creative and Gaming Industries

Mon, 14 Apr 2025 15:49:03 GMT

"Everyone’s signed one, and no one knows what they’re not allowed to say."
— The Rest Is Entertainment podcast

In a recent episode of The Rest Is Entertainment, Richard Osman and Marina Hyde took aim at the culture of secrecy that blankets the entertainment industry. A culture often enforced by NDAs (non-disclosure agreements). While their conversation cast a wide net, it struck a particularly relevant chord for those working in the UK’s booming creative sectors, especially gaming and digital media.

Here, NDAs have become so normalised, so baked into the culture, that questioning them can feel almost taboo. But maybe it’s time we did?

From Creativity to Censorship

The use of NDAs in gaming, design, and digital storytelling is understandable. Studios want to protect upcoming releases, original IP, and commercially sensitive innovations. No one wants their narrative twist or character design leaked on Reddit before launch day. So, in this instance, having an NDA is understandable.

But increasingly, NDAs are being used not to protect ideas, but to stifle criticism, suppress toxic workplace cultures, and control narratives long after the credits roll. In some cases, they’re included in contracts almost reflexively; whether you're a concept artist, freelance writer, or indie dev hired for a month-long gig.

The result? A creative landscape where people are often legally barred from discussing crunch, harassment, failed projects, unpaid royalties, or ideas they watched get stolen and repackaged by someone higher up the food chain.

In the words of Osman on The Rest Is Entertainment, “NDAs are the wallpaper of the industry” — and nowhere is that truer than in gaming and digital media.

Real-World Gag Orders

This isn’t just theoretical. There are well-documented UK cases where NDAs were used to silence creative professionals at great personal and professional cost.

• Ubisoft’s UK studios came under scrutiny following the global wave of harassment allegations in 2020. Several employees based in the UK reported toxic work environments and abusive behaviour — but many couldn’t speak publicly due to binding NDAs signed upon leaving. One former employee described the process of trying to share their story as "legally paralysing," fearing retaliation for breaching terms they barely remembered agreeing to. - https://www.axios.com/2021/12/06/ubisoft-workplace-scandal-anika-grant-interview

• In the TV and digital production sector, the case of presenter and producer Liz Kershaw is telling. She was one of several BBC women who revealed they’d signed NDAs as part of settlements after raising concerns about bullying, pay disparity, and sexism. Speaking to MPs, Kershaw described how NDAs were routinely used to “get rid” of those who spoke up and to ensure they didn’t speak again. - https://www.theguardian.com/media/2012/oct/06/dj-liz-kershaw-routinely-groped-bbc

• In the theatre world, whistleblowers from high-profile venues, including the Royal Court and the Old Vic, have pointed to NDAs as part of the reason abuse and bullying went unchallenged for so long. After Kevin Spacey’s tenure at the Old Vic ended, internal investigations revealed that numerous staff had felt unable to report misconduct at the time — some citing confidentiality clauses they feared breaching. https://www.theguardian.com/stage/2017/nov/04/royal-court-theatre-issues-behaviour-code-to-tackle-sexual-harassment

These examples reveal a pattern: NDAs are not just tools for managing leaks or intellectual property. They’re often used to avoid accountability.

The Indie Sector Isn’t Immune

Even in the indie world, where flexibility and openness are part of the appeal, NDA culture is creeping in. Small teams mimic the behaviour of bigger studios, not always realising that the overuse of NDAs can actively harm collaboration. When every playtester, contractor, and marketing freelancer is sworn to silence, you don’t just kill leaks; you kill buzz, feedback, and honest reflection.

This is particularly damaging for younger or marginalised creatives, who may have been part of something brilliant (or traumatic) and now can’t speak about it without risking legal action.

A Different Path for the UK?

The UK has an opportunity to take a different path. While the U.S. industry has a well-documented track record of using NDAs to bury allegations of misconduct (especially in games and tech) the UK’s legal culture is at least beginning to shift.

There seems to be a growing awareness among regulators, unions like BECTU and Equity, and grassroots collectives within gaming (like Safe In Our World and Game Workers Unite UK) that silence is not safety.

We need to reframe NDAs not as standard operating procedure but as something to be used sparingly and ethically. NDAs should protect truly sensitive material, not PR reputations or abusive management styles. They should not prevent someone from speaking up about a toxic workplace or from claiming ownership of the ideas they brought to life.

If the UK’s creative sector is serious about inclusivity, fairness, and sustainability, it can’t afford to keep hiding behind legal boilerplate. Because if every exit interview is locked behind an NDA, how can anything change?

Talking Is Not Leaking

What Osman and Hyde managed to do so well on The Rest Is Entertainment was to normalise the idea that talking about your industry is not a betrayal. It’s part of what keeps culture healthy. If you want creativity to flourish, you need people to be able to speak.

So maybe it's time we stopped treating NDAs as default, and started treating them as a choice. Because creativity needs room to breathe. And if the only way to talk about your job is with a lawyer present, maybe the real problem isn’t what you might say, it’s what they’re afraid you’ll reveal.

International Women's Day 2025 - How You Can Truly Support The Women on Your Team

Mon, 10 Mar 2025 16:03:18 GMT

International Women's Day is more than just a celebration...

Whilst it is fantastic to see studios and creative companies posting about the incredible women that they have on their teams, real change happens when that support extends beyond a single day.

In the video game industry, only around 22% of people are women (a number that drops even further in senior roles), it is crucial that businesses move past performative gestures and commit to real, lasting change. But how?

Representation matters, but retention matters more!

Hiring more women is just the starting point. Too often, companies focus on recruiting women without addressing why so many leave. A lack of career progression, poor leadership and workplace culture issues are common factors that typically push women out of the studios they work for. The answer:
- Conduct stay interviews (not just exit interviews) to understand challenges the women of your team face.
- Ensure clear career pathways and fair promotion opportunities.
- Provide mentorship and sponsorship programs to uplift women into leadership roles.

Stop the one-size-fits-all approach to leadership!
Leadership development isn't just about skill-building, it's about creating inclusive pathways to leadership. Women often face unconscious bias, workplace microaggressions and different expectations when stepping into leadership roles. The answer:
- Train managers on bias awareness and inclusive leadership.
- Offer flexible leadership styles that recognise different approaches to success.

- Speak to the women of your team to get feedback on how they want to progress within the business.

Pay transparency and fair compensation!

Unfortunately, the gender pay gap still exists, and in creative industries, where salaries are often unclear, this can be even worse. Many women are underpaid compared to their male counterparts, especially in Senior roles. The answer:
- Conduct regular pay audits and adjust salaries where needed.
- Be transparent about salary bands in job postings (Remember, the EU Pay Transparency Directive will require companies to disclose salary information in job adverts by June 2026).
- Encourage negotiation and ensure hiring managers are trained to prevent bias in pay offers.

Support parenthood and caregiving responsibilities!
Balancing career progression and caregiving is a challenge that disproportionately affects women. Many leave their job due to a lack of flexibility, forcing them to choose between their careers and families. The answer:
- Offer genuine flexible work options (not just in theory, but in practice!).
- Provide equal parental leave policies that encourage shared caregiving.
- Create returnship programs to help parents re-enter the workforce.

Don't just celebrate, actually commit to a positive change for the women on your team! It's time to ask yourself: What will your company do to make sure the women on your team feel valued, supported and empowered, every single day?

No More Excuses: The Common Cop-Outs Holding Back Gender Equality at Work

Mon, 10 Mar 2025 16:01:15 GMT

Tackling the Excuses That Stall Gender Equality in the Workplace

International Women’s Day (IWD) 2025 landed on Saturday 8th March, with the theme ‘Accelerate Action.’ The message is clear: good intentions aren’t enough - progress needs to be faster, bolder, and measurable. Yet, in the creative sector, where innovation thrives, gender equality still lags behind. And too often, businesses rely on the same tired excuses to justify inaction.

So, what are the main excuses we tend to hear?!

Excuse #1: “We just hire the best person for the job.”
Translation: “We’re not actively addressing bias in our hiring process.”

Talent doesn’t exist in a vacuum. If women and underrepresented groups aren’t making it through your hiring pipeline, something is wrong with the system.

✅ Action: Review job descriptions, adverts, hiring criteria, and selection processes for bias. Ensure recruiting managers are appropriately trained. Balanced shortlists and diverse interview panels.

Excuse #2: “We don’t get women applying internally for more senior roles.”
Translation: “Our culture and progression pathways don’t support women advancing.”

If women aren’t putting themselves forward, ask why. Are promotions fair? Are career pathways clear? Are leadership opportunities accessible?

✅ Action: Speak to the women in your team to understand barriers, implement sponsorship programs, and ensure promotion criteria are transparent and equitable.

Excuse #3: “We’ve done unconscious bias training so we’re all good.”
Translation: “We ticked a box and moved on.”

Training is useful, but it doesn’t change systemic issues. If you’re still relying on a one-off session to fix deep-rooted inequalities, you’re quite frankly missing the point.

✅ Action: Embed inclusive leadership into management expectations, measure progress, and make it an ongoing commitment.

Excuse #4: “We offer flexible working… if people ask for it.”
Translation: “But we quietly penalise those who use it.”

If flexibility is only available to those who fight for it, it’s not really flexible. And if parents (usually women) take it up but find their career progression stalls as a result, that’s a problem.

✅ Action: Build flexible work into your culture, not just policies. Normalise it at all levels, including leadership.

Excuse #5: “We pay fairly - we just can’t talk about salaries.”
Translation: “We don’t want to admit there’s a gender pay gap.”

If you can’t confidently publish your salary bands, chances are, pay disparities exist. The EU Pay Transparency Directive coming in 2026 will force companies to be open about salaries, so why not start now?

✅ Action: Conduct regular pay audits, adjust discrepancies, and be transparent about salary bands in job adverts.

Excuse #6: “We support parents - they’re able to take parental leave as well as maternity/paternity/shared parental leave .”
Translation: “We do the legal minimum, but that doesn’t mean we can’t do more.”

Even if offering enhanced leave isn’t financially feasible right now, businesses can still foster a culture that supports working parents. Normalising flexible working, ensuring parents don’t face career penalties, and actively encouraging all caregivers (not just mothers) to take their leave can make a real difference. Where you are able to offer enhanced leave, this goes a long way. We’re seeing more businesses adopting equal enhanced leave rights for caregivers now which is really promising. Seeing mothers as the main caregivers is outdated - consideration should be given to equal family leave policies where possible.

✅ Action: Ensure all parents feel equally supported, reinforce that career breaks don’t mean career setbacks, and provide clear pathways for parents to progress without penalty. Where there’s room to do so, consider equal parental leave policies.

Excuse #7: “We celebrate International Women’s Day!”
Translation: “We post about our female employees once a year.”

Great, you wrote a LinkedIn post. Now what? Gender equality isn’t a once-a-year PR exercise. Real change happens through sustained, structural improvements.

✅ Action: Move beyond performative support. Set gender equality targets, measure progress, and hold leadership accountable.

No More Excuses - Only Action

Gender equality isn’t an HR initiative, it’s a business responsibility. If leaders claim to support women in the workplace, they need to prove it with action. No more excuses, just real, measurable change.

If your company is ready to ditch the excuses and make real progress, Fresh Seed can help Reach out to us for a chat.

Creating a Culture of Care: Supporting Self-Love Through Workplace Safety

Fri, 31 Jan 2025 12:04:11 GMT

We’re in a place now where the conversation around wellbeing has evolved and workplaces are finally waking up to the fact that their duty of care goes beyond ergonomic chairs and free fruit...

If you haven’t already heard, there’s a new bill making its way through Parliament - the Domestic Abuse Safe Leave Bill. This acts as a powerful reminder that safety in the workplace isn’t just about risk assessments, employee assistance programs (EAPs), gym memberships, on-site wellbeing initiatives, and even perks like pool tables, quiet rooms for decompression, or access to mental health apps. It’s about fostering self-love, helping employees feel respected and supported in both their professional and personal growth. This means creating an environment where they genuinely feel safe, empowered, and valued, not just as workers but as individuals.

For business leaders and line managers in the creative industries, this presents both a challenge and an opportunity. A challenge, because it requires a shift in mindset and practice. An opportunity, because embedding a culture of care isn’t just the right thing to do - it makes workplaces more engaged, productive, and ultimately, more human.

What is the Domestic Abuse Safe Leave Bill?

The Domestic Abuse Safe Leave Bill, currently being considered by Parliament, proposes that victims of domestic abuse should be entitled to paid leave to access support, attend legal proceedings, or relocate if necessary, without the added pressure of work commitments. The bill is currently under discussion in Parliament, with potential implementation projected within the next year. If passed, this would be a significant step towards recognising the intersection between personal safety and professional life.

At its core, this bill acknowledges that work isn’t just a place where tasks get done, it’s a crucial support system for many people. For victims of domestic abuse, the workplace can be a lifeline - a place of routine, financial stability, and, potentially, an avenue for escape. Employers, therefore, have an essential role to play in ensuring that this support is embedded in company culture rather than left to chance.

Workplace Safety is More Than Just Policies

Creating a culture of care means supporting employees' self-love and personal wellbeing by ensuring they feel both physically and emotionally secure at work. It’s about fostering an environment where people can show up as their full selves without fear of judgment or harm. Legislation is a great catalyst for change, but real transformation happens when leaders proactively create environments that foster safety and self-worth.

Here’s how you can help to lead the charge:

Normalise Conversations About Safety and Wellbeing

If people don’t feel safe talking about issues like domestic abuse, mental health struggles, or burnout, then the best policies in the world won’t make a difference. Leaders and managers should:

Promote an open-door policy where employees feel they can speak up without fear of judgment or repercussions.
Provide training on recognising signs of domestic abuse and how to respond with sensitivity.
Use internal communications to reinforce that safety, both physical and emotional, is a priority.

Design Policies That Actually Work

Policies should be more than a box-ticking exercise. They need to be accessible, practical, and embedded in company culture. This means:

Offering flexible working arrangements for those dealing with personal crises.
Ensuring line managers understand how to signpost employees to specialist support.
Providing paid safe leave in advance of any legal obligation.

Make Workplaces a Safe Space—Literally and Culturally

Psychological safety is just as important as physical safety. In a sector known for tight deadlines and high stress, fostering a culture of trust is key. Leaders can:

Encourage a non-toxic, blame-free work environment where people feel safe to express concerns.
Have clear, well-communicated protocols for dealing with harassment or safety threats.
Ensure workspaces themselves feel welcoming and safe. Small things like well-lit office spaces, private meeting rooms, and security protocols can make a difference.

The Business Case for Care

Beyond the moral and ethical imperative, there’s a strong business case for prioritising safety and wellbeing. Companies that cultivate a culture of care see:

Lower absenteeism – Employees who feel supported are less likely to need extended time off due to stress or personal crises.
Higher engagement – People who feel valued and safe are naturally more engaged, creative, and productive.
Better retention – A safe and supportive workplace is a major factor in reducing turnover, particularly in high-pressure industries.

Leading with Compassion

When workplaces actively support self-love through safety, respect, and emotional security, employees don’t just survive, they thrive. The Domestic Abuse Safe Leave Bill is a reminder that businesses can and should play a role in societal change. But legislation is just the starting point. A truly caring workplace culture isn’t built on compliance alone; it’s built on compassion, understanding, and proactive leadership.

For leaders and managers in the creative industries, the message is clear: prioritising safety isn’t a distraction from business success, it’s a foundation for it. And in a sector that thrives on human connection, imagination, and collaboration, creating a culture of care isn’t just good practice, it’s essential.

Don't wait for the law to tell you to do the right thing - start acting now.

Want to explore how Fresh Seed can help you embed a healthy workplace culture that promotes safety and wellbeing on all levels? Get in touch with us for a chat using the button below.

Time to Talk Day 2025

Fri, 31 Jan 2025 11:32:45 GMT

Time to Talk Day 2025, Creating Space for Mental Health Conversations in the Workplace

At Fresh Seed, we believe that one of the most important elements of a productive workplace is being able to foster open, honest conversations. That’s why today, Time to Talk Day, is such an important initiative, it reminds us of the power of talking when it comes to mental health.

“Time to Talk Day is the nation’s biggest mental health conversation. It’s a day for friends, families, communities and workplaces to come together to talk, listen and change lives” – Time to Talk

Innovation thrives in the creative and gaming industries, although sometimes, stigma, stress and burnout can still go unspoken.

Why Conversations Matter

Breaking the stigma down around the topic of mental health doesn’t necessarily mean we need all the answers whilst navigating these conversations. It means creating safe spaces where people feel heard, understood and supported.

A workplace that priorities wellbeing isn’t just good for the people on your teams, it’s good for business as a whole. Teams that feel psychologically safe are more engaged, creative, and resilient. When people don’t have to mask whatever struggles that are experiencing, they have the power to bring their authentic self to work – something of which we think is super important.

Here at Fresh Seed, we have seen how small changes, such as training various skills for leaders and people managers, offering peer support networks and embedding wellbeing into company culture, can have a huge impact. It goes without saying, conversations shouldn’t just happen on Time to Talk Day, they should be ongoing, encouraged and normalised at all levels.

How Can You Get Involved?

This Time to Talk Day, we encourage studios and workplaces to create moments for open conversation. Here are some of our simple tips to get started:

Make time for your team, whether it is an informal check-in, coffee morning, or dedicated Slack channel, create a space for people to talk.
Leaders and managers should model openness around mental health, showing that it is okay to be vulnerable.
Encourage peer support by offering a chat with a colleague, this could be the first step towards seeking relevant support.
Signpost to resources by ensuring employees know where they can access professional mental health support, whether that is your Mental Health First Aider team, a helpline, or the GP.

Let’s remember this Time to Talk day that every conversation matters. If you are looking for ways to support your team’s mental health, we’re always here to chat. Reach out to us using the button below.

New Year, New Energy: How to Support Your Team to Thrive in 2025

Wed, 08 Jan 2025 12:26:41 GMT

January. The time of year when gym memberships spike, social media feeds overflow with resolutions, and workplaces have that “new year, new me” vibe. But for businesses, especially in the creative sector, January isn’t just about fresh starts; it’s about ensuring your team has the right tools, mindset, and environment to thrive in the year ahead.

So, how do you channel that New Year energy into sustainable momentum for your team? Here’s a breakdown of practical steps to foster a culture where your people can truly excel and grow in 2025.

1. Set the Tone with Clear Goals

Forget generic corporate jargon like “increase productivity” or “boost creativity.” Instead, involve your team in setting realistic, tangible goals that align with their passions and strengths. When employees feel ownership over their objectives, they’re more likely to perform at their best.

Incorporate stretch goals (ambitious but achievable objectives) to push boundaries without overwhelming your team. This approach not only helps employees grow within their current roles but also prepares them for the next steps in their career development.

2. Prioritise Wellbeing and Work-Life Balance

2024 may have been about hybrid working, but 2025 is all about harmony. Encourage your team to set boundaries, take breaks, and utilise their annual leave. A well-rested employee is a productive one.

If you don't already practice the following, then consider:

Flexible work hours during quieter months.
Mindfulness or fitness programs to keep stress at bay.
Regular check-ins to understand individual workloads and stress levels.

3. Invest in Professional Development

Nobody thrives in a stagnant role. Offer your team opportunities to upskill and grow in line with their development plans, whether through workshops, training, conferences, events or online courses. Not only will they appreciate the investment in their future, but your business will also benefit from their expanded skill set.

If you don't already have them in place, ensure you establish personal development plans (PDPs) as part of your performance management system to align individual growth with company goals.

4. Foster a Culture of Recognition

Celebrating wins (big or small) can significantly impact morale. Whether it’s a shoutout in a team meeting, a thoughtful Slack message, or an old-school handwritten note, recognition goes a long way in making people feel valued.

While it’s great to aim for the stars, don’t overlook the importance of smaller milestones. Celebrating incremental progress keeps momentum alive and ensures your team doesn’t feel like they’re endlessly chasing the horizon.

Consider setting up a peer-to-peer recognition program where team members can highlight each other’s achievements.

5. Embrace Feedback and Adaptation

Gone are the days of annual performance reviews being the sole feedback mechanism. Foster an open-door policy where your team feels comfortable voicing ideas, concerns, and constructive criticism.

6. Leverage Technology to Boost Collaboration

Whether your team is in the office/studio, remote, or a mix of both, the right tech tools can make or break collaboration. Invest in platforms like Monday or Asana for project management, Miro for brainstorming, or even virtual coffee breaks to maintain the social glue that holds your team together.

The start of a new year offers the perfect opportunity to reset, refresh, and reinvigorate your team. By focusing on clear goals, wellbeing, development, recognition, and open communication, you’ll not only set your team up for success but also foster a culture where they can thrive, both personally and professionally.

Have you listened to our latest podcast on Workplace Welfare? We speak with Hayley Blundy, Studio Welfare Manager at FutureLab, discussing how FutureLab fosters a thriving studio culture and actionable ways businesses can support their teams in an engaging and mindful way.

Tune in here: Fresh Take Podcast .

It's Time to Walk the Walk - Aligning Company Values with 2025 Goals

Tue, 07 Jan 2025 12:19:59 GMT

What are your values as a business?

As the New Year begins, many companies are busy planning their strategies and setting goals for 2025 and beyond. But, how often do we pause and consider whether our company values, the very foundation of our culture and purpose, still align with the direction that we are heading in?

Company values are more than just words on a website or posters around the office, they are guiding principles that shape how we work, how we treat one another, and how we make decisions. Yet, as companies grow and adapt to a changing world, it is easy for values to drift out of sync with new goals or culture aspirations. So, how do you know if your values need a refresh, and how do you create or realign them effectively?

Reflect on the present by reviewing your existing values. Are they relevant? Are they being lived across all levels in the business? Spend some time to gather honest feedback from employees, leadership and stakeholders.
Engage your team in workshops or surveys to identify what matters most to them. What behaviours, principles or beliefs define their ideal workplace?
Align with the strategy by thinking about the company's broader vision and goals. What kind of culture and behaviours will help get you there? Ensure that your values can act as a bridge between present and future.
Be sure to keep it real, as values that feel overly generic, aspirational or disconnected from reality won't stick. Focus on what makes your business unique and meaningful.
Communicate and embed your values once they are defined, share them widely and clearly. It's important to not stop there, make sure you embed them in every part of the employee experience, from onboarding to performance reviews to recognition programs.

Well aligned values do more than simply inspire employees, they create a sense of purpose, attract like-minded talent and foster decision-making that drives long-term success. When your values and goals are in harmony, the result is a thriving workplace where everyone feels connected and invested.

At Fresh Seed, we’re all about bringing your company values to life in ways that truly matter. Whether it’s through our facilitated workshops , employee surveys , or tailored training and change support , we help businesses align their values with their culture and weave them seamlessly into everyday operations. By embedding values that resonate and drive positive change, you’ll create a workplace where everyone feels connected and inspired.

Curious about how we can help? Click the button below to get in touch, and let’s make 2025 the year your company values not only shine but thrive! ��

Fresh Book Club - December 2024

Tue, 03 Dec 2024 12:30:13 GMT

The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth by Amy C. Edmondson

Amy C. Edmondson’s The Fearless Organization explores the transformative power of psychological safety in fostering high-performing workplaces. At its core, the book emphasises that organisations thrive when individuals feel safe to express ideas, take risks, and admit mistakes without fear of punishment or humiliation. Psychological safety is not about being “nice” but about creating an environment where open dialogue and constructive debate can lead to innovation and learning.

Edmondson illustrates her points through compelling case studies, from NASA to Google, demonstrating how psychological safety impacts decision-making, team dynamics, and overall success. She provides a framework for leaders to build psychologically safe cultures by encouraging curiosity, rewarding vulnerability, and creating inclusive environments where every voice matters.

The book argues that in today’s rapidly changing and complex world, organisations that prioritise learning and adaptability outperform their peers. Edmondson provides actionable strategies for fostering trust and candid communication, showing how psychological safety is essential for innovation, collaboration, and growth.

Key takeaways include:

The Power of Speaking Up: Employees need to feel confident sharing concerns, ideas, or mistakes without fear of judgment.
Leadership’s Role: Leaders must model openness, frame challenges as learning opportunities, and demonstrate genuine curiosity about team input.
Cultural Impacts: A lack of psychological safety stifles creativity and contributes to costly failures, while its presence drives engagement and resilience.

Ultimately, The Fearless Organization is a must-read for leaders aiming to cultivate environments where teams can collaborate fearlessly, innovate boldly, and grow sustainably.

Closing the Year Strong: Growth, Teamwork and the Human Element

Tue, 03 Dec 2024 12:28:18 GMT

2024 is drawing to a close...

It's always natural to look back on what we have accomplished throughout the year, as well as set our sights on what's to come. At Fresh Seed, 2024 has been transformative in so many ways, both for us and the organisations that we have partnered with.

This year, businesses across the creative and games sectors have faced challenges ranging from economic uncertainty, redundancies and ever-evolving workplace dynamic shifts. These organisational changes forced teams to rise to new challenges with both courage and integrity.

Your people are non-negotiable

A recurring theme in our work this year was how the best-performing teams are lead by leaders who invested within their people, not just as employees, but as individuals with unique needs and skills.

2024 saw an increasing focus on retaining talent and empowering leaders. It's important to remember that retention isn't just about competitive salaries and fancy job titles, it's about creating environments where people feel seen, valued and aligned with their organisations mission.

One of our proudest moments this year was helping studios define their leadership development, from bespoke training sessions to mentorship programs, the impact of elevating leadership across all levels has been transformative fostering more confident decision-making, stronger team cohesion, and a culture where future leaders can thrive.

Looking ahead into 2025

As we prepare for 2025, we encourage your organisations to ask themselves:

Are we fostering a culture of authentic communication? Clear, transparent communication isn't just a leadership skill - it's a team skill.
Are we supporting all stages of our employees lives? From early career professionals to those navigating menopause or caregiving responsibilities, inclusive workplaces meet people where they are in life.
Are we creating space for innovation? The best ideas are don't emerge under pressure - they're cultivated in environments where trust and open dialogue thrive.

Finally, we want to thank the clients, partners, and teams we have worked with throughout 2024. Your commitment to building stronger workplaces inspires everything that we do here at Fresh Seed. Let's carry forward the lessons we have learned and continue prioritising what matters most: our people.

See you in 2025!

Team Fresh Seed

The Power of Reflection

Tue, 03 Dec 2024 12:26:05 GMT

Learning, growing, and building better workplaces

True progress within businesses comes from reflecting on challenges and identifying areas of improvement. The creative and gaming sectors are constantly evolving, and staying adaptable has been key to helping both our clients, and ourselves, navigate this dynamic landscape.

This year wasn't without hurdles. From widespread redundancies to shifts in workplace expectations, organisations faced difficult questions about how to support their people, all whilst maintaining momentum. Reflecting on these challenges has underscored one vital truth for us: the work of building better workplaces is never truly finished.

Taking the time to reflect

Reflection isn't always about looking back with regret, it's about looking back with purpose. This year, we encouraged the teams that we worked with to embrace honest self-assessment. It wasn't always easy, but those willing to ask the hard questions always saw the biggest improvements.

Here are some questions worth thinking about:

Do our values show up in day-to-day actions?
Are we listening to feedback from all levels of the team, not just the loudest voice?
Where are we falling short in creating an inclusive, supportive culture?

Organisations that paused to reflect didn't just address existing gaps - they set themselves up for long-term growth. One thing that is worth noting is that big transformations often start with small, intentional changes:

Rethinking the onboarding process can lead to stronger employee engagement from day one.
Revisiting team communication norms can help reduce burnout and foster collaboration.
Implementing feedback systems can give employees a space to share concerns and ideas.

These changes might seem small, but they build a foundation for a workplace where people feel valued and empowered.

Committing to continuous improvement

One of the more rewarding experiences in 2024 for Fresh Seed this year was helping businesses adopt a mindset of continuous improvement. Whether it was through leadership workshops, culture audits, or wellbeing initiatives, we saw how even the smallest shifts in perspective could spark meaningful change. This approach is especially critical in industries like games and creative media, where innovation thrives on collaboration. Continuous improvement isn't just about fixing what is broken - it's about proactively building a workplace where everyone can thrive.

A culture of curiosity

As we move into 2025, one of the most important lessons we’re taking with us is the value of curiosity. The best leaders and teams we’ve worked with this year weren’t afraid to ask questions, experiment, or admit when something wasn’t working. We encourage you to take these questions into the new year:

What’s one process or habit we can rethink to make life easier for our team?
How can we create more opportunities for learning and growth?
Are we truly building a workplace where every voice is heard and every individual respected?
What do you inclusion practices currently look like and could these be improved?

By staying curious and committed to improvement, you’ll set your organisation on a path to greater resilience and success.

2024 taught us that no matter how much progress we make, there’s always room to grow. At Fresh Seed, we’re excited to continue helping organisations reflect, adapt, and build cultures where both people and businesses thrive.

Breaking The Silence: Why Men's Health Conversations Matter

Wed, 13 Nov 2024 02:19:27 GMT

It's Time to Speak Up

When it comes to health, men can sometimes face a unique barrier: the silence around talking about their struggles.

From mental wellbeing being to physical ailments, the societal pressures for men to "tough it out" can be intense, discouraging open discussions about personal health. Studies have shown that men are far less likely than women to seek help for mental health issues, and many delay medical consultations until symptoms become severe. This reluctance isn't due to lack of awareness solely, but is also rooted in stigma.

Why should talking about health feel like it is breaking the unwritten code of masculinity? This stigma comes with consequences, not only for men's health, but for the wellbeing of those around them.

The Cost of Silence

Avoiding health discussions comes with risks. Men who hesitate to seek help or talk about their struggles are more likely to experience untreated mental health issues, increased stress, and chronic conditions like high blood pressure or heart disease. Men are also more likely to suffer from undiagnosed depression and have a higher risk of suicide compared to women. This silence isn't just about avoiding a difficult conversation, it is about lives affected by an unyielding expectation to carry burdens alone.

Changing The Narrative

How can YOU help?

Normalise health conversations in daily life by sharing personal stories, discuss health openly and simply check in with friends - this an help reinforce the idea that is is completely okay and normal to talk about wellbeing.
Encourage mental health resources and support within your workplace, this can encourage fellow employees to become supportive allies. Telling male peers to attend mental health workshops or discussions can help make this a normal part of working culture.
Celebrate vulnerability as strength. Stories of men who are willing to talk openly about their health struggles can reshape our definition of resilience. By celebrating this as a form of courage, we can begin to view seeking help as a strength, not a weakness.
Highlight role models who speak up, including public figures, celebrities or colleagues who openly discuss their health journeys - this can inspire others to do the same.
Create community support with men's groups, health forums and supportive communities that can help provide spaces where mean feel less isolated in their struggles.

Looking Ahead

Breaking the stigma around men's health isn't just about starting conversations, it's about creating a world where men feel supported in every part of their wellbeing journey. Men shouldn't have to carry their health burdens in silence, and by making it easier to talk about their challenges, we can reduce these risks that come with secrecy.

A small conversation today, could lead to life-saving changes tomorrow.

Employment Rights Bill - Why We’re Not Jumping on the Panic Bandwagon (and You Shouldn’t Either!)

Tue, 12 Nov 2024 17:42:16 GMT

The new Employment Rights Bill, which promises sweeping changes to UK employment law, is on the horizon. But before we start biting our nails and waving goodbye to the “old” ways, here’s some news: consultation doesn’t start until 2025, and the changes won’t actually come into force until 2026. So, no need to run around in a frenzy just yet!

Our blog provides you with a quick breakdown of the highlights—and why we’re not in panic mode like everyone else seems to be! (Check out our panic meter under each heading!)

Unfair Dismissal as a Day-One Right

Current State: You need two years of service before you can claim unfair dismissal, with some exceptions.
What’s Changing: The bill removes that two-year wait, making unfair dismissal a right from day one, as long as the employee has started work. With this comes an "initial employment period" (probationary period) which is likely to be 9 months during which time a "light touch" unfair dismissal test will apply where the dismissal is for one of the following reasons. Redundancy and restructure does not fall under this "light touch" test and would be reliant upon the usual unfair dismissal test. What the "light touch" test is, and the process which employers need to be follow during the "initial employment period" is yet to be defined:
related to the employee’s conduct or capability
because the employee is subject to a statutory ban (e.g. not entitled to work in the UK, or disbarred from the profession) or
is ‘some other substantial reason related to the employee
Panic Meter: 20%. The earliest this will come into force is Autumn 2026 and a lot needs bashing out during consultation, so nothing to worry about anytime soon.
Good to Know: Anyone offered a job now will have to work for two years until they get the right to claim unfair dismissal. Anyone who starts work in six months’ time will get unfair dismissal rights after 18 months, assuming it comes in in Autumn 2026. So in practice, it means the qualifying period is slowly reducing over time from now on.

Protection from Third-Party Harassment

Current State: There are no legal obligations on employers if someone outside the organisation harasses an employee (unless it’s sexual).
What’s Changing: Employers will be directly liable if they don’t take “ALL reasonable steps” to prevent third-party harassment.
Panic Meter: 50%. T his isn’t rocket science—just good practice that organisations should already have in place, really. Our panic levels are justified here not because of the legislation but because we know this just won't be common practice for many organisations who need to step up or risk some potential hefty financial and reputational consequences.
Helpful Tip: Use the tools that you'll have (hopefully) recently put into place around the changes to sexual harassment legislation, and extend these to cover all matters of harassment (e.g risk assessments, regular & upto date training, efficient policies and processes for reporting etc).

Statutory Sick Pay (SSP)

Current State: The first three days of sickness are known as "qualifying days" and are currently not paid for. Statutory Sick Pay kicks in from day 4.
What's Changing: When the Bill comes into force, SSP will be payable from the first day of sickness. Also, importantly, the lower earnings threshold for SSP will be removed - at the moment, employees need to have average earnings of at least £123 a week , so that will no longer apply. The rate of SSP will be set at £116.75 a week or, if weekly earnings are lower, a percentage of the employee’s earnings (likely to be somewhere between 60%-80% of weekly earnings).
Panic Meter: 40%
Bottom Line: This is going to be a direct cost to the employer and not recoverable from the government so employers needs to consider the impact of this financially.

Flexible Working

Current State: Employees can request flexible working, and employers can say no if they have one of eight “good” reasons.
What’s Changing: Rejections will require a bit more explaining to ensue the business decision is reasonable.
Bottom Line: More paperwork, maybe, but nothing apocalyptic.
Panic Meter: 0%

Parental Leave & Paternity Leave

Current State : Eligibility for Unpaid Parental Leave is currently set after having 52 weeks of employment and Paternity Leave eligibility after 26 weeks.
What's Changing: These will become day 1 rights.
Anything to do?: Only admin and policy updates once in force - these rights will bring eligibility in line with other types of family leave.
Panic Meter: 0%

Bereavement Leave

Current State: At the moment, there is no legal right for employees to take bereavement leave following a death (except parents who lose a child aged under 18, who are entitled to two weeks’ statutory paid leave).
What's Changing: Bereavement Leave will be extended to others who are bereaved. The detail around who, if yet to be defined but entitlement will be one week’s unpaid bereavement leave unless Parental Bereavement applies which is to remain at two weeks.
Good to Know: Most employers will give this anyway, and often paid. The real purpose of bereavement leave isn’t to give a theoretical right to take unpaid leave during this period. It’s to make it automatically unfair to dismiss an employee who takes this week off, or two weeks off, and that’s definitely a good thing .
Panic Meter: 0%

Enhanced Protection for Pregnancy and New Mothers

Current State: There are protections against dismissal of employees on maternity leave or dismissal for reasons relating to pregnancy, but at present there is little specific legal protection for new mothers, unless it can be framed as a sex discrimination claim.
What's Changing: It will become automatically unfair to dismiss someone during their pregnancy, during maternity leave, or after return from maternity leave. At the moment, women are protected from being made redundant during maternity leave; this will extend it. There's no further detail on this at present so we'll have to see what comes to light.
Panic Meter: 0%

Zero-Hours Contracts

Current State: There are no obligations on employers to provide any guaranteed hours or shifts for those under Zero Hour Contracts.
What’s Changing: When it comes to Zero Hours Contracts the Bill is extremely lengthy and difficult to digest with much to still be determined. In short, there are three legs to this part of the Bill:
the right to a guaranteed hours contract (subject to a short qualifying "reference period" which is thought to be 12 weeks)
the right to reasonable notice of being required to work a shift
the right to reasonable notice of a shift cancellation (basically the right to be paid if you’re not given reasonable notice of a shift cancellation)
Good to Know: The right to be offered a guaranteed hours contract applies not just to zero hour contracts, but also to minimum hours’ contracts. This therefore prevents an employer from replacing its zero hour contracts with ‘one hour contracts’ or ‘two hour contracts’ to avoid this rule. It's also useful be to reminded here that the right to be offered a guaranteed hours contract is not the same as an obligation to accept it. There is still so much to be discussed here through consultation and we imagine it's going to get messy before decisions are made.
Panic Meter: 30% - this could be a headache, BUT until we know further detail there's no point worrying.

The End of Fire and Rehire

Current State: If an employee doesn't agree to a contractual change, employers can dismiss & re-engage (fire and rehire) them under the new terms.
What’s Changing: This bill essentially makes “fire and rehire” an unfair dismissal unless the business is in dire financial straits.
Panic Meter: 50% We're not panicking (just yet), but we are wondering how this is going to work in practice. Consider where as an organisation, you have benefits stated within your employment contracts and you potentially wish to change these - under these new rules you wouldn't be able to if the employee didn't agree - where will that leave employers? We'll be interested to see what comes of this, how the bigger picture is accounted for and what employers need to do in these types of circumstances. Let's face it, for a business to prove that they're about to go bankrupt tomorrow and have therefore made the decision to fire & re-hire - it's going to be a tough, if not pretty impossible defence.

Collective Redundancy Consultation

Current State: Collective consultation is required when at least 20 employees face redundancy at a single “establishment" within a 90 day rolling period.
What’s Changing: From 2026 (if it comes into force then) it will be 20 employees across the whole business—not just one location but across all locations. The problem for the employer here is that you may have separate redundancy or departmental restructures going on in different site locations which are engaged in completely separate redundancy exercises and may not be coordinated in any way. Under the new rules, does this mean the organisation would have to carry out one single consultation exercise across the different sites, or could it carry out three separate ones? And what if the 20 employee threshold is only triggered by the last proposal and some dismissals have already taken place?
What to Do: Mostly for large employers to ponder or those with multiple sites —but smaller players, take note for any future expansion plans!
Panic Meter: 30%. No need to panic unless it's in your forecasts to be going through a large restructure in the next few years. Again we really need to understand the practicalities here before pressing that panic button.

Other Areas (no panic meter required!)

Gender Pay Gap & Menopause Reporting: Expect more transparency requirements, especially for larger businesses (over 250 employees).

Trade Union Rules: Easier access for unions and simplified industrial action ballots.

You might be wondering what happened to things that haven't been mentioned, such as all the talk around a "Right to Switch Off" or "Single Worker Status". These are not provided for in the Bill, but the government has outlined that it still intends to progress these matters in other ways - again we'll have to wait and see what happens here.

Everything in the Bill when you look at the detail is still super hazy, with so much yet to be consulted on and confirmed. Until this happens, there really is little point in worrying about any of the above - it's a long way off. Sure, you need to be aware of what changes are likely to come into force and be mindful around these when looking at revamping any of your policies, contracts, ways of working etc, BUT until we know the detail and practicalities of how all of these changes are going to work, there's little point in doing much right now.

If you're looking at revamping your policies & processes and want to chat about what you should consider in light of the above, reach out to us at info@freshseed.co.uk. You can also use the button below to arrange a chat with us.

Being Mindful of Women's Health

Fri, 18 Oct 2024 10:07:54 GMT

Do you have the structures and support systems to address the unique health needs of women?

In the video game and creative industries, there has been a step in the right direction when it comes to looking after the women on our teams, although, there is still some way to go when it comes to better understanding women's health and how this could impact their day to day working schedule.

Women's health encompasses a wide variety of issues that can significantly impact their experience at work. From menstruation, pregnancy and menopause, all the way through to PCOS, endometriosis or various cancers and beyond - these health concerns can be overlooked or misunderstood. A lack of support or understanding can lead to increased stress, absenteeism and decreased job satisfaction. By fostering a work environment that not only acknowledges these areas, but sets in motion relevant lines of support and resources, your business can send a powerful message about respect for women's health and wellbeing.

How can you do this?

Create open lines of communication by encouraging open dialogue around women's health in the workplace. Develop channels for employees to share their experiences and needs without fear of stigma or judgment. This could include setting up dedicated forums, regular health-focused workshops, or one-on-one check-ins with HR. When employees feel heard, they are more likely to remain engaged and loyal to the organisation.

Establish better policies that support flexible working hours, remote work and leave for health-related issues. Menstrual leave, compassionate leave for pregnancy loss, and accommodations for symptoms related to menopause are all excellent ways to acknowledge the specific needs of female employees. Offering these policies promotes a workplace culture that values employee health and takes it seriously.

Support mental health by ensuring access to mental health resources such as EAPs, ERGs, counselling services or mental health days. Integrating mental health support is a proactive way to encourage wellness across all areas of an employee’s life.

Provide relevant resources by offering regular workshops or seminars on specific women's health topics, and be sure to offer this to your entire company as it is super important to engage and educate allies along the way! Additionally, providing resources such as access to women’s health specialists or connections to local support groups can be invaluable. Health education not only empowers employees to take charge of their health but also promotes understanding and empathy among team members.

Consider introducing a 'Life Happens' policy , which addresses specifics around women's health, including the menopause, which may also affect those assigned female at birth. In addition, it can also cover events that may require extended periods of absence or temporary changes to daily routines for men and those assigned male at birth. This policy can also cover support available during major life transitions, such as relocation, marriage, separation, divorce and long term caregiving or elder care support, as well as matters such as domestic violence, substance abuse & addiction and financial hardship.

What to know more about a 'Life Happens' policy? We've got you covered! Fresh Seed offer both templates and training sessions for businesses who want to introduce a 'Life Happens' policy! Reach out to us on info@freshseed.co.uk

Supporting women's health, specifically in the workplace, helps create a fundamental step towards creating a more inclusive and compassionate working environment. As the video game and creative sectors continue to grow, so too does their responsibility in setting a positive example for other sectors. By looking after the women within our workforces, companies can improve the lives of their employees, strengthen their culture and ultimately, contribute to more equitable industries!

Fresh Book Club - October 2024

Fri, 18 Oct 2024 10:00:01 GMT

Women Don't Owe You Pretty - Florence Given

October is a month dedicated to raising awareness about women’s health and wellbeing. In line with this theme, Women Don’t Owe You Pretty by Florence Given offers an important lens on how societal pressures can affect women's mental health, self-esteem, and overall sense of self, and is our Fresh Book Club recommendation for the month.

This book goes beyond traditional discussions of health by addressing the invisible burdens women often carry—from unrealistic beauty standards to internalised beliefs about their worth. Given’s work reminds readers of the importance of prioritising mental health and self-care as essential components of overall wellbeing.

Additional topics that are covered are body image, privilege, toxic relationships, and self-empowerment, offering practical advice and urging readers to dismantle outdated beliefs that often hold them back. Given’s central message is clear: women don't need to conform to societal expectations or please others at the expense of their own happiness. She emphasises the importance of self-love, setting boundaries, and rejecting harmful beauty standards. It is a refreshing call to action for those looking to embrace a more authentic, liberated life, making it a must-read for anyone interested in modern feminism and personal growth.

Women Don’t Owe You Pretty also explores the impact of societal norms on women’s lives and offers practical guidance on reclaiming one’s self-worth. Given challenges readers to reject toxic relationships and dismantle beliefs that don’t serve them, aligning beautifully with the Fresh Seed theme this month. By exploring what it means to set boundaries, embrace self-love, and stand up for oneself, the book underscores that taking care of one's mental and emotional health is just as crucial as physical health. It’s an inspiring read for those looking to live in a way that is authentic, balanced, and aligned with their own values.

Click here to purchase yourself!

Supporting Communities - Trans & Non-Binary Allyship in the Workplace

Fri, 18 Oct 2024 09:56:54 GMT

What can you do to foster trans & non-binary allyship in your business?

For transgender and non-binary talent, feeling welcomed and supported can make a profound difference in their day-to-day working experience. As a business, being able to understand effective allyship for trans & non-binary people is an essential part of building a more equitable workplace.

Why Does Allyship Matter?

Trans & Non-Binary employees often face unique challenges, including discrimination, lack of understanding and mis-gendering. By actively supporting trans colleagues, companies can help combat these challenges and create an environment where all employees feel valued and heard. Allyship involves action, education, and a commitment to fostering a workplace that respects and celebrates all gender identities.

What Does Allyship Look Like?

Being able to educate and raise awareness is a great way to build your foundation. Provide training and resources on gender identity, pronouns, and respectful language for all employees. Partner with LGBTQ+ advocacy organisations to host workshops or share materials that offer insight into the challenges trans individuals face. The more employees understand, the more empathy and respect they can bring to the workplace.

Look at your company policies and benefits to ensure they are inclusive of all gender identities. For example, health insurance should cover gender-affirming care, and parental leave policies should be inclusive for all family structures. Additionally, policies around dress codes, bathrooms, and name changes should be explicitly inclusive and supportive of trans employees, as well as ensuring that references within policies are gender-neutral, as this can oftentimes be overlooked. When policies are inclusive, they not only protect trans employees but also demonstrate a company’s commitment to equality.

Create a safe space for pronoun sharing by encouraging employees to include their pronouns in email signatures, business cards, and introductions. Normalising pronoun sharing in meetings, workshops, and everyday interactions helps reduce the stigma for trans and non-binary employees and promotes a culture of respect. Make sure that correcting mis-gendering is part of your workplace etiquette, and empower employees to gently correct others when necessary.

Be aware of language and avoid assumptions by being mindful of how you communicate. Avoid making assumptions about someone’s gender identity based on their appearance, and use gender-neutral language whenever possible. Replacing phrases like “ladies and gentlemen” with “everyone” or “folks” is a small but impactful change. Encouraging inclusive language can help trans employees feel seen and respected.

Establish relevant Employee Resource Groups (ERGs) , such as a LGBTQIA+ group. ERGs offer a space for discussion, support, and advocacy and can drive initiatives that promote awareness and inclusivity. Additionally, celebrating important LGBTQIA+ awareness day, like Transgender Day of Visibility or Pride Mont, can show your company’s commitment to supporting the community.

Essentially, allyship is a journey that requires ongoing commitment, education and most importantly, empathy. By supporting your Trans & Non-Binary employees, you are fostering an inclusive environment that respects and celebrates all gender identities. Allyship like this is not only about supporting our diverse workforce and underrepresented groups, it's also about building a stronger, more compassionate workplace for all.

📅🔊 Big Changes to Sexual Harassment Legislation Hit on 26th October - Are You Prepared?

Wed, 02 Oct 2024 13:52:00 GMT

From 26 October 2024, the Worker Protection (Amendment of Equality Act 2010) Act 2023 will kick into gear. This is a big, much needed change in the creative industries. So, are you prepared?

You may already be familiar with the Equality Act 2010, which puts the onus on employers to keep things harassment-free (including sexual harassment) in the workplace. But until now, this duty has been seen by many as more of a "tick box" exercise instead of something to be taken more seriously – throw together some policies, run a training session here and there, thinking their job is done and they have things covered. Well, not anymore and rightly so.

So, what's new?

1) New Duty to Prevent Sexual Harassment - For the first time, businesses will be legally required to take active, reasonable steps to prevent sexual harassment before it happens – not just react once it does. Exactly what "reasonable" looks like is going to depend on the circumstances, but it’s clear you’ll need to be proactive. No more passive policies; this is about creating real change ��

2) Hefty Fines - If you don’t act, it could cost you. Compensation for harassment claims can now be bumped up by 25% if your business hasn’t done enough to prevent it.

3) The Enforcers Have More Power - The Equality and Human Rights Commission (EHRC) is getting a power boost, enabling them to investigate and take action against employers failing to comply with the new rules. Think court orders, binding agreements, and a lot more hassle if you fall short.

4) Third-Party Harassment - While the law still doesn’t formally cover harassment by third parties (e.g. clients, contractors, collaborators), the EHRC guidance makes it clear: businesses should be thinking about it and putting steps in place to mitigate it. For the creative sector, where interaction with third parties is a given, whether it’s on a film set, in a design or games studio, or working with external contractors, this is super important.

What Does This Mean for Your Business – And What Should You Do Next?

A common question that gets raised here is "How do we know if we’re doing enough?".

On 26th September 2024, the Equality and Human Rights Commission (EHRC) published updated technical guidance for employers on the steps they can take to prevent sexual harassment in the workplace. Some of the actions recommended to employers in the guidance include:

Developing and widely communicating a robust anti-harassment policy, which includes third party sexual harassment
Undertaking regular risk assessments to identify where sexual harassment may occur and the steps that will be taken to prevent it
Being proactively aware of what is happening in the workplace and any warning signs, by engaging with staff through 1-2-1s, surveys and exit interviews
Monitoring and evaluating the effectiveness of actions.

In line with this, we've pulled together a quick checklist to help you get on top of things:

☑ Assess the Risks - Identify where the risk of harassment could arise. Is there an imbalance in power or gender representation? Are there specific teams or environments where inappropriate behaviour is more likely? Have any concerns been raised in the past? Consider who your employees interact with – whether it's clients, contractors, or other third parties – and where potential vulnerabilities lie. It would be good practice to run staff surveys and exit interviews to help you understand where any potential issues are and whether any steps you may already be taking are working.

☑ Address the Gaps - Address any gaps with clear preventive measures. This could include improving oversight in higher-risk environments, increasing supervision, or even shifting team dynamics where necessary, together with following the check points below. The goal here isn’t just to minimise the risks but to actively eliminate them wherever possible, fostering a safer, more inclusive workplace culture.

☑ Train, Train, Train! - One training session five years ago won’t cut it anymore. Regular, engaging and relevant training for all levels of employees is key – tailored to different roles and refreshed often.

☑ Revisit Your Policies : If your anti-harassment policies are sitting untouched (or buried in an email from 2020), now’s the time to update them. They need to be clear, practical, in line with legislation, reflective of any risks identified and well-communicated. It's important that you review these regularly as well, ideally annually.

☑ Make Reporting Easy: Employees need to know how to report any concerns they may have, and it should be straightforward, accessible, and confidential. Where you have remote or hybrid working in place, ensuring this process works for employees without face to face contact is a must.

☑ Monitor and Improve: This isn’t a one-off exercise. Keep an eye on what’s working and what isn’t. Regular reviews and adjustments to your approach are essential.

For businesses in the creative industries, this new legislation couldn’t be more relevant. High-profile sexual harassment cases have dominated the headlines in recent years, and now is not the time for complacency. With public scrutiny mounting and reputational risks at an all-time high, creative companies need to be on their toes. What’s more, your workplaces often involve complex third-party interactions – whether that’s external collaborators, clients, freelancers, or contractors. It’s crucial these relationships don’t fall through the cracks when it comes to harassment prevention.

Beyond the legal obligations, today’s workforce is different. The new generation of talent is more tuned in than ever to workplace culture and psychological safety. They’re not just hunting for jobs – they’re seeking environments where they feel safe, respected, and valued. This generation expects employers to create spaces where people can speak up without fear, and where equality is truly embedded in the company’s culture. If you want to attract and keep top talent, it’s time to embrace this shift. The upcoming legislation isn’t just about meeting new legal requirements – it’s an opportunity for businesses to show they’re committed to creating a safer, more inclusive workspace. Those who prioritise psychological safety and invest in improving their culture will have a competitive edge in the race for exceptional talent. Not only is it the right thing to do, but it’s also a smart business move.

In the past, HR policies have often been written, tucked away, and forgotten until something goes wrong. But this new legislation changes everything. HR is no longer just a back-office function – especially for creative industries. It’s stepping into the spotlight as a driving force for cultural change within businesses. The message is loud and clear: employers can no longer sidestep HR’s role in creating safe, inclusive workplaces. This law demands businesses actively prove they’re serious about preventing harassment, not just ticking a box. Policies on paper won’t cut it anymore – companies need to demonstrate real, meaningful action to build fair and equitable environments for their teams. And HR is the key to making that happen.

Need help navigating these changes? We’re here to guide you through it all with less stress and a lot more confidence.

We offer training programmes designed specifically around this legislation that can be rolled out to leadership teams or staff at all levels . Remember, a safe, harassment-free workplace isn’t just about ticking legal boxes – it’s good for business, your people, and your reputation.

Reach out using the button below to chat and see how we can help you step up your game.

Fresh Book Club - September 2024

Fri, 20 Sep 2024 08:42:22 GMT

Cooperative Gaming: Diversity in the Games Industry and How to Cultivate Inclusion

This months Fresh Book Club feeds into the theme for this month, which is: Inclusion.

This work explores the ongoing challenges and opportunities related to diversity and inclusion within the gaming industry. It discusses the historical lack of diversity across game development teams, leadership roles, and gaming content. By highlighting case studies, personal stories, and research, the book emphasizes the need for diverse representation not just for ethical reasons but for driving creativity, innovation, and market success.

Key themes include:

Understanding Diversity & Inclusion: A deep dive into what diversity means in terms of gender, race, sexuality, and culture, and why inclusion goes beyond just representation—it’s about creating spaces where people feel valued and empowered to contribute.

Challenges Facing Marginalized Groups: The text sheds light on the systemic barriers many marginalized groups face in the games industry, including hiring biases, workplace culture, and unequal opportunities for advancement.

Practical Strategies for Inclusion: The book offers actionable steps for companies to foster inclusive environments, including:

Implementing bias training and awareness programs.
Creating support systems and affinity groups.
Adapting game content to reflect diverse players and perspectives.
Recruiting talent from underrepresented groups by rethinking traditional pipelines.

The Role of Leadership: It emphasizes the critical role leaders play in setting the tone for inclusive workplaces and provides guidance on how they can advocate for change and ensure that inclusion is woven into every level of their organization.

Community and Player Engagement: It explores how fostering inclusive gaming communities not only enriches the player experience but also positively impacts brand loyalty and broadens audience reach.

Ultimately, Cooperative Gaming calls for a collective effort across all levels of the industry—from developers to executives—to embrace diversity and inclusion as core values, encouraging the creation of games and environments that resonate with everyone.

How Can The Games Industry 'Unlock' Greater Inclusion?

Mon, 09 Sep 2024 12:40:08 GMT

Gaming is for everyone, and so is video game development!

In the complex world of gaming, we are all familiar with the thrill of unlocking new characters, weapons or levels. But, what if the next big unlock wasn’t within a game, but behind the scenes, within the games industry itself.

It takes great effort from game development studios to ensure that they are both breaking down barriers and creating opportunities for those who come from underrepresented groups. It is not merely enough to invite diverse talent to the table – studios need to be ensuring that they are giving them the tools to support and thrive.

How Can This Be Done?

Any Feedback is Good Feedback!
It is super important to ask everyone across your studio for feedback. Where in place, consider speaking with your diversity & inclusion ambassadors, inclusion committees or diversity & inclusivity employee resource group reps to ensure that information pulled can lead to tangible action points.

We think it’s a great idea to send every employees quarterly pulse surveys, as well as more comprehensive annual engagement surveys to gather feedback, set goals and move towards being a more inclusive business.

Some example questions that you could include on a pulse survey are:

- Do you feel that you can be your authentic self at work?

- Do you feel that your contributions are valued by the senior members of the studio?

- How comfortable do you feel sharing your ideas, opinions or concerns?
- Do you feel supported by your manager in reaching your career goals?

- Do you feel the studio values diverse perspectives on a day to day?

Mentorship Programs

Setting up a mentorship program for underrepresented groups to utilise is a great way to provide guidance, career advice and a network of support. By providing these groups with tailored guidance, you are making an active effort to break down systemic barriers.

Remember that a one-off meeting isn’t really enough to make an impact, we recommend conducting a mentorship program that lasts around 6 – 12 months.

Internship Programs

Internships are a crucial entry point into the games industry, although it’s key to note that sometimes they can unintentionally exclude diverse talent. They are more than just simply providing a ‘foot in the door’, they are about providing real opportunities for interns to grow and learn, with the ultimate goal being: get hired.

There is the perception that all interns don't need to be paid but this is not the case. In most cases, internships in the UK should be paid at least the National Minimum Wage (NMW) if they are classed as a 'worker'. This is typically the case if the intern has set hours, responsibilities, and contributes to the business. Unpaid internships are only legal in certain situations such as volunteering, shadowing only, completing a placement that's mandatory as part of higher education. Many talented individuals, especially those who come from lower-income backgrounds, cannot afford to work for free so a paid internship removes this financial barrier and allows for a wider range of candidates to join that pool of potential opportunity.

Training & Development

Leadership teams and people managers need to be equipped with the right tools in order to develop equitable teams by providing equal access to means of development within the business. These types of disciplines within studios could be trained to foster an environment where employees feel safe to voice their opinions, share their ideas and give feedback without fear of judgement or backlash – this is what it takes to build a psychologically safe working environment.

Separate to this, hiring managers should also have a understanding of the complexity of unconscious bias and how this can impact the decision making within the hiring process.

Here at Fresh Seed, we offer plenty of different training and development programs to ensure that your studio is as inclusive as it can possibly be. Follow this link to find out more!

By ensuring that your studio continues to create conditions of which people can truly succeed and thrive, you will actively see the benefits of different perspectives, shaping the games industry into a more welcoming, inclusive sector.

Sleeptember - The Importance of Sleep & Wellbeing in the Workplace

Mon, 09 Sep 2024 12:24:20 GMT

What is Sleeptember?

Sleeptember is The Sleep Charity's annual awareness month to encourage people to sleep better. The 2024 theme this year is 'workplace sleep', with the campaign, #SleepForSafety, fostering businesses ability to avoid accidents in the workplace caused by a slack of sleep.

Did you know...

�� Fatigue contributes to around 20% of accidents in the workplace
�� 1 in 6 crashes resulting in injury or worse on motorways are fatigue related
�� Almost 60% of people have experienced their attention span being negatively affected by a bad night's sleep more than once
�� 3/4 of respondents who are in work, state that workplace challenges had caused issues with their sleep over the last six months

What does this mean?

A good night's sleep is vitally important for the mental, physical and emotional wellbeing of all. It is important for businesses to recognize the importance of how the working day can massively impact someone's quality of sleep.

What can businesses do?

Start to take appropriate responsibility for your employee's health and wellbeing
Implement a Workplace Sleep Ambassador
Adopt a cultural change within your business if necessary
Know your sleep - make use of different training and resources to understand sleep and why it is so important to our health and wellbeing
Ensure that employees have access to sleep education
Make sure help and support is readily available and know when to seek help for your sleep or someone else's

Quick wins that you can do right now!

Create a team event to discuss sleep among staff to discuss the impact that sleep deprivation can have and find out what barriers are stopping them from making changes
Encourage employees to participate in a sleep challenge where they track and improve their sleep habits
Share stories - both positive and negative
Book a lunch and learn, webinar or workshop (We recommend The Sleep Charity!)
Set times for rest and movement away from desks
Provide a friendly face and listening ear for employees

It's time to put a snooze on poor ideologies and practices within the workplace when it comes to sleep!

Fresh Book Club - August 2024

Wed, 07 Aug 2024 14:41:39 GMT

Unlock Your Inner Leader with "Search Inside Yourself" by Chade-Meng Tan

Looking to lead with a calm mind and sharp emotional insight? "Search Inside Yourself" by Chade-Meng Tan is your go-to guide for mastering mindfulness and emotional intelligence (without the fluff).

Mindfulness: Practical and Doable

Forget the stereotypical image of monks meditating in isolation. Tan brings mindfulness into the everyday hustle. The straightforward exercises help you stay composed during tough meetings and stressful projects. It's about handling challenges with a clear, focused mind.

Emotional Intelligence: The Leadership Edge

Understanding and managing emotions is crucial for effective leadership. Tan's insights on emotional intelligence show you how to connect with your team, fostering a supportive and productive work environment. It's about leading with empathy and making informed decisions that benefit everyone.

Real-World Exercises

What makes this book stand out are the practical exercises tailored for busy professionals. From mindful breathing to reflective journaling, these tools are designed to fit into your daily routine, enhancing your leadership skills step by step.

Engaging and Relevant

Tan’s approachable writing makes complex concepts easy to understand and apply. His relatable anecdotes and practical advice ensure you’ll stay engaged and find real value in the content.

Why It Matters

"Search Inside Yourself" is perfect for leaders looking to improve their mindfulness and emotional intelligence. It's practical, insightful, and directly applicable to the workplace. Whether you’re in the creative sector or any other field, this book provides the tools to lead with clarity and empathy.

Are you looking to enhance your leadership skills? At Fresh Seed we offer a Leadership Development Programme which explores the key components of leadership and what tools you need to keep you thriving in the job. Afterall, most leaders set out to do a job, not to lead; They often find themselves overwhelmed by the role of managing a company and steering it and its employees in the right direction, particularly through challenging global times.

If you're interested in finding out more, please reach out to us using the button below.

Empowering Talent: A New Era in Creative Subject Education?

Mon, 05 Aug 2024 09:37:26 GMT

Labour’s renewed focus on arts and creative subjects in schools is making waves. But what does it mean for your business?

I previously spoke about how Labour's new Creative Sector plan provides both opportunities and challenges for the sector. Part of the plan is in regards to enhancing creative education and in this blog I'm going to dive a bit deeper into this and what it all could mean for the future of your workforce.

Labour’s new plan is all about putting arts back into the heart of education. They’re aiming to ensure that every student engages with creative subjects until they’re at least 16. This sounds promising, right? More young people with a grounding in creativity means a fresh influx of innovative thinkers ready to enter the job market.

One of the most exciting aspects of this plan is the emphasis on a holistic education approach. The integration of creativity and oracy into all learning areas is designed to develop well-rounded individuals with strong communication and problem-solving skills. Imagine having a pool of talent that not only brings artistic flair but also excellent teamwork and adaptability to your projects.

But....implementing such reforms effectively across the board is no small feat. There are genuine concerns about how uniformly these changes will be adopted, especially in different regions. Will all schools be able to provide the same quality of creative education, or will there be disparities that could lead to inconsistent talent quality? This regional aspect is crucial. Labour’s plan aims to support educational benefits across the UK, not just in major cities. This could be a game-changer, opening up diverse talent pools from various parts of the country. However, the effectiveness of this initiative will depend on how well these regions are supported and how resources are allocated.

On the flip side, there’s the challenge of balancing creative education with traditional academic strengths. While fostering creativity is essential, it’s also important not to neglect other vital areas like STEM. Employers need to be mindful of this balance, ensuring they seek individuals who possess both creative and analytical skills.

This whole shift also raises some interesting questions for debate. For instance, will these educational reforms genuinely equip students with the skills needed for the modern workforce, or will they fall short in practical implementation? How can businesses help ensure the reforms are effective?

Moreover, with a stronger focus on creative subjects, what happens to traditional academic areas? Is there a risk of devaluing essential skills in science, technology, engineering, and mathematics? And what about the regional equity of this plan? Can Labour realistically ensure equal educational opportunities across the UK, or will some areas inevitably be left behind?

Businesses in the creative sector have a unique opportunity here. By engaging proactively with these educational initiatives, companies can help shape the future workforce. Forming partnerships with schools and colleges, offering internships, and participating in creative competitions are all ways to get involved. This not only benefits students but also allows businesses to identify and nurture top talent early on.

So, while Labour’s education reforms focused on arts and creative subjects are stirring both excitement and skepticism, they undeniably hold the potential to revolutionise how we develop and recruit talent in the creative sector. The key will be in thoughtful implementation and active participation from businesses. It's going to be important to stay engaged, contribute to the debate, and help these initiatives deliver real benefits for future talent and the industry as a whole.

For more detailed insights on Labour's education reforms, you can explore further details here .

Opportunities or Challenges: Labour's Arts, Culture & Creative Industries Sector Plan

Thu, 25 Jul 2024 07:46:16 GMT

What opportunities (and challenges) does Labour's new Creative Sector plan create for businesses?

There's a lot of buzz around Labour’s new Arts, Culture, and Creative Industries Sector Plan which promises to shake things up, offering new opportunities....but also presenting some challenges along the way.

Let's take a balanced look at what this means for businesses in games, arts, and TV.

Labour’s Vision for the Creative Sector

Labour’s plan aims to boost the creative industries through several initiatives. Here are the key points:

Enhanced Creative Education: Labour intends to integrate arts more deeply into the school curriculum, ensuring every child has access to creative subjects until they’re 16. This could nurture future talent, creating a skilled workforce.
Regional Development: The plan emphasises supporting creative industries across the UK, not just in major cities. This strategy aims to spread opportunities and drive growth in all regions, ensuring a more balanced cultural landscape.
Economic Support: The Growth and Skills Levy will replace the Apprenticeship Levy, aiming to provide better funding for training and development in the creative sector. This could help businesses invest more in their workforce.
Global Strategy: Better management of intellectual property and fostering international collaborations are part of the plan, intended to boost the UK’s creative output on the global stage.

So what are the opportunities for businesses here to maximise their growth & potential?

Talent Development: Th e focus on creative education could mean a steady stream of well-trained talent entering the workforce. Businesses can benefit from partnering with educational institutions to offer internships and apprenticeships, securing top talent early.
Regional Growth: Expanding or forming partnerships in different regions can diversify your market base and bring in fresh perspectives. This could be a chance to tap into new talent pools and local markets.
Funding and Training : The Growth and Skills Levy could provide the financial support needed to enhance training programs, helping your team stay at the forefront of industry trends and technologies.
Global Reach: Improved management of intellectual property and international collaborations can help businesses expand their global presence, opening up new markets and enhancing brand recognition.

And what about the challenges?

Implementation Uncertainties: While the plan sounds promising, the actual implementation and effectiveness of these initiatives remain to be seen. Businesses should be cautious and not rely solely on these promises without concrete actions.
Regional Disparities: While regional support is a positive step, the effectiveness of spreading resources and opportunities across the UK will depend on how well these initiatives are managed and funded. There’s a risk that some areas may not see the promised benefits.
Funding Allocation: The Growth and Skills Levy’s success will depend on its flexibility and accessibility. Businesses will need to navigate this new funding landscape and ensure they meet the criteria to benefit from these funds.
Global Competition: Enhancing global presence is easier said than done. Businesses must be prepared to compete with international players and protect their intellectual property in a more competitive and interconnected market.

Conclusion

Labour’s Arts, Culture, and Creative Industries Sector Plan offers a mix of opportunities and challenges. While the plan has the potential to drive growth and support the creative industries, its success will largely depend on effective implementation and management. Businesses should stay informed, actively engage with these initiatives, and prepare for both the opportunities and hurdles that may arise.

Embracing Mental Health: Fresh Seed’s Partnership with Safe in Our World

Wed, 24 Jul 2024 09:45:27 GMT

It's Time to #LevelUpMentalHealth

Here at Fresh Seed, we are incredibly proud to announce that we are now a Safe in Our World ‘Level Up Mental Health’ partner. This partnership marks a significant milestone in our ongoing efforts to promote greater wellbeing and break down the stigma around the topic of mental health.

Safe in Our World has a mission to create and foster worldwide mental health awareness within the video game industry, promoting wider dialogue around mental health so people are not afraid to reach out for help if they need it. By becoming a Level Up Mental Health partner, we are dedicated to taking actionable steps by committing to:

Developing our own mental health and wellbeing strategy, ensuring that we foster a positive culture across our own team, our clients and wider communities.
Destigmatising the topic of mental health, including being mindful of how we discuss conversations around wellbeing in any capacity.
Supporting Safe in Our World and the innovative, impactful work that they are doing for the video game industry.

By working together with Safe in Our World, we believe that we can make a meaningful difference in the lives of those working within the video game industry. Mental health is an essential component of overall wellbeing, and we are going to ensure that it is given the attention and support it deserves.

Being a #LevelUp partner is not just a commitment, it is a promise that we are dedicated to making mental health a top priority. We understand that mental health challenges can affect anyone, and it is our responsibility to create an environment where everyone feels heard, supported and valued.

Develop:Brighton - Reflections

sarahb@freshseed.co.uk — Thu, 18 Jul 2024 11:31:59 GMT

Looking back on Develop 2024

Developing a Resilient and Inclusive Video Game Industry: Insights from Develop:Brighton

Develop:Brighton is always such a great way to showcase the best of the video games industry and its huge range of talent, business support, and knowledge. This year's event raised some all-important questions, and amongst the chatter in the networks of people, there was a real sense that things must change to make the industry more resilient and adaptable as we battle for our global foothold. After all the layoffs of the last year or more, it's hardly surprising that discussions are turning to "what now, what next?"

Our Managing Director, Sarah Brewster, sat with Gina Jackson OBE, CEO of Pitchify; Liz Prince, Managing Director of Amiqus; and Dom Shaw, EDI Lead of #RaisetheGame, at a roundtable talking about "No More Boom and Bust: How to Empower Inclusive, Sustainable Businesses." They explored the root issues in the industry and how to foster better discussions with investors to access funding that is suitable and enables studios to plan for skills that are not always headcount. This conversation echoed throughout the three days and will reverberate for some time to come; investors need to understand that headcount shouldn't be tallied by payroll but by expertise and talent in a wider, more diverse way.

Furthermore, how studio heads have those conversations and secure investment is fundamental to ensuring we're not stuck in the cycle of inflating headcount when things are booming and making vast layoffs when things return to normal or financial markets shift. The disconnect between the industry's economic output of £7.82 billion and the risks investors are prepared to take seems inequitable. The roundtable really challenged if this was due to the communication skills and power balance between investors and studios. What investors need to understand, it seems, is not just the financial risk in terms of game design and development but the use of headcount, contractors, and freelance talent to maximize not just diversity but gameplay, story, and audience reach.

In addition, the session challenged whether studio heads pitching for the investment know how to have those conversations. No matter the studio size, the balance of play is between what we create and what investors understand; increasingly, we're questioning what's happening in that balance of power and who is understanding what we need. We are often compared to other screen sectors, and differentiating is really important, but one strong parallel is the current issues in TV that have led to a dearth of job losses and set diversity back by years. With the value of the games industry, we seem to be at risk of the same cycle, yet without the loss of economic value. So where is it going wrong, and what can we do to fix it?

The roundtable identified some core trends: better knowledge around the language used between studios and investors, enabling studio founders to have conversations that demonstrate their value and how they will skill up the studios; better knowledge to push back against headcount to enable the use of contractors and freelancers; and better knowledge of investors about the risks this industry represents. The question, it seems, is how do we get this to change? What programs and united conversations are there to bring about this change?

Develop:Brighton highlighted the critical need for a shift in how the video game industry communicates and collaborates. By fostering better understanding and more equitable practices, we can ensure a more resilient and inclusive future for the industry.

If you're interested in talking to Sarah about this roundtable or indeed the work she's doing with DCMS to foster a better connection to the industry then please get in touch via info@freshseed.co.uk and we can set up a call.

Survivors guilt

sarahb@freshseed.co.uk — Wed, 03 Jul 2024 12:50:07 GMT

Lay offs - what about those left behind?

As the industry faces more lay offs and the ever looming threat of change hangs over us, what are we doing about focusing on those who didn't lose their jobs?

Redundancies and lay offs are a horrible fact of economic downward shift. The switch from boom to bust is a stark reminder that work is fragile and in today's world we are vulnerable to the political and environmental factors we've seen play out in recent years. It seems the City may have grown in wealth but the realities of those industries beyond the financial markets simply hasn't felt the same stability & with the Creative Sector being woefully underfunded and mis-valued we're at the whim of these changing factors more than most.

So, as we pay the toll for yet another period of economic change from the pandemic to its unlocking, we are now seeing lay offs across the Creative industry in an unprecedented way and the impact they have leaves a mark on everyone involved. But for some, who have not been laid off, there is still work to be done, projects to deliver and deadlines to be met. When morale is low during periods of change, it's hard to keep standards high and harder still when roles which may have once been there are no longer in the company. So how do people manage survivors guilt and keep delivering good work? Lets explore ways to survive the uncertainty and continue to support your own wellbeing through the change.

Understanding Survivor's Guilt

At its core, survivor's guilt stems from empathy and the innate human connection we feel towards our colleagues. When redundancies occur, it's natural to question, "Why them and not me?" This question can lead to a spiralling sense of undeserved privilege and an intense loss for that connection. Commonly those left behind worry about their own job security and morale can quickly drop.

The guilt is often compounded by the abrupt nature of redundancies. One day, you're working alongside your team, and the next, you're packing up their desks. The suddenness can create a real sense of injustice and its not uncommon to see a really unsettled workforce who begin to create stories and even conspiracies about your organisation, born totally out of a sense of fear and anxiety.

You might witness people trying to make sense of the new world they find themselves in, creating new narratives after the redundancies that make sense of the redundancies before moving to more positive outcomes and possible personal growth where we recognise how the loss has impacted our self concept and personal identify, Neimeyer, 2000 called this the Meaning Reconstruction Model. We often witness this process before seeing colleagues rediscover their working mojo and things return to a new status quo.

So what can you do to actively manage and prevent this? First we need to explore what's leading to this kind of behaviour before moving to ways to prevent it. Without first understanding why people respond like this and what you can do to both manage it and potentially prevent it, you may be walking into problems that are avoidable and could be game changing for the industry.

Mental health & the productivity

When changes like this happen there is often a direct relationship to employees mental health, employees may struggle with concentrating on tasks, experience a decline in motivation, and even feel disconnected from their work. This emotional turmoil can hinder productivity and overall job performance, creating a ripple effect that impacts the entire organisation and makes recovery back to something looking like good performance hard to achieve.

When companies don't think about the impact on morale post redundancies, issues can bubble and quite rapidly the culture can begin to show issues. Emotions may run high and whilst your focus might be on maintaining client relationships, hitting deadlines and re-establishing a new output, for those left behind they can feel unheard and their loyalty may be challenged. But they can also feel overworked. Your biggest tip is planning, what you do between knowing the redundancies are coming to the time after they are made is all in the planning. Our planning suggestions look like this:

Communication is key : You will need to consider your line managers, and leads and the information they know and understand about the new direction. Ensuring everyone understands as much as you can share and they understand their work load demands, and where you're heading will also provide purpose to those left behind and help them feel the sense of belonging. It will also answer the unasked, such as how will you deliver with a smaller team? Will their jobs be safe? What will happen if work picks up?

Acknowledge the loss : One of the biggest problems we see is the lack of acknowledgement of the change. You may have had months to get used to the idea but for those left behind the news may still be ringing in their ears. Acknowledge their upset and talk about ways you'll manage things together.

Find useful resources : There's a huge amount of information available for mental health, from Safe in Our World, Andy's Man Club, the Samaritans and Mind. But also you'll find useful resources in your EAP or Private Medical Health care if you have these set up.

Plan new ways to connect the team(s) : Allow people to talk to share their issues and find ways to regather. Can you have a night out, an afternoon doing team refocusing? Can you find a way as a team to reconnect and be in a space together. Even if the space is virtual, can you create something where the intention is to connect your teams and find new ways of becoming team.

Is it really worth it, it's a bit woo-woo no?

Redundancies are a harsh reality, but they also offer an opportunity for growth and reflection. As organisations and individuals, we must strive to create environments where emotional well-being is prioritised, and where the survivor's guilt is recognised and addressed with compassion and care as well as the changes the redundancies can leave you with. Redundancies need good planning and real commercial thought. We need to move away from reactionary decisions with a short term view and move to a place where the losses use legislation properly. We also need to think about growth when we are booming, in much the same way as applying wellbeing when we're well not when we're in crisis. Through collective effort and understanding, we can turn a challenging situation into a catalyst for positive change.

And perhaps its time to rethink our boom and bust model and look at more resilient working models. Lets face it, the last few years have shown us we can't predict chaos so perhaps the better thing to do is look at what we can control and move to a new workforce plan that factors in more freelancers and more contractors. Its no good saying this won't work in games or other parts of the industry, when the freelance economy is booming and the next generation is set to freelance more than their predecessors. To access true creativity and innovation we have to start thinking about how we do this with our workforce. Its time to change, its time to show up with wellbeing and EDI and its time to break a cycle we can't sustain for the future generations now coming into the workforce.

Interested in hearing how Fresh Seed can help you with your wellbeing and EDI initiatives? Reach out to us using the button below, we'd love to have a chat!

Fresh Book Club - July 2024

Mon, 01 Jul 2024 09:10:31 GMT

"The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth" by Amy Edmondson.

Our choice this month is based all around Psychological Safety in the workplace and sits nicely alongside Alexandra's recent blog post on creating a feedback first culture.

If you're looking to shake up your workplace dynamics and foster a culture where everyone feels safe to speak up, "The Fearless Organization" by Amy C. Edmondson is your go-to guide. This book is a game-changer for both leaders and teams, emphasising the crucial role of psychological safety in boosting learning, innovation, and growth.

Amy Edmondson, a Harvard Business School professor, dives deep into why psychological safety is the secret element behind high-performing teams. She argues that when employees feel safe to voice their ideas, questions, and concerns without fear of ridicule or punishment, they are more likely to engage, collaborate, and innovate.

The book is packed with real-world examples and case studies, from tech giants like Google to hospitals and manufacturing firms. One standout story is about Pixar, where candor and open dialogue are core to their creative process, proving that psychological safety isn't just a feel-good concept but a practical, business-critical strategy.

Edmondson also offers actionable insights and tools for leaders to build and sustain a fearless organisation. She stresses the importance of humility, curiosity, and empathy in leadership, which help create an environment where employees feel valued and heard. Her practical tips include ways to encourage open communication, manage risk-taking, and handle failures constructively.

All written in a very engaging , down-to-earth writing style , Amy Edmondson doesn't drown you in jargon or academic theory; instead, she presents her research and insights in a relatable, conversational tone. Whether you're a n experienced Director or a budding T eam L eader, you'll find her advice accessible and immediately applicable.

In a nutshell, if you want to drive your team towards higher performance and innovation, "The Fearless Organization" is a must-read. It challenges traditional notions of workplace culture and provides a compelling blueprint for creating a supportive, dynamic, and fearless work environment.

You can purchase the book here.

Say Goodbye to Miscommunication: How to Create a Feedback-First Workplace

Thu, 20 Jun 2024 07:50:44 GMT

Ever feel like your team’s communication could use a bit of a boost? You’re not alone. Today, we're talking about the art of creating a feedback culture where open communication is not just encouraged but celebrated. So, grab your coffee (or tea, we don’t judge), and let’s get into it.

Why Feedback Culture Matters

Imagine this scenario: You’re working on a project, everything seems to be on track, but then you hit a snag. A crucial deadline is missed, or a team member didn't deliver as expected. Frustrating, right? That’s where a strong feedback culture steps in. It’s not about nit-picking; it’s about addressing issues head-on, fostering growth, and ensuring everyone is aligned and moving in the right direction.

So how can you get this right?

Step 1: We're looking at you Leadership Team

Feedback culture starts at the top. If the leaders don’t model the behavior, it’s unlikely the rest of the team will follow suit. Leaders should:

Show vulnerability: Admit when they’ve made mistakes. It sets a powerful precedent.
Give constructive feedback: Focus on how improvements can be made rather than just pointing out flaws.
Ask for feedback: Actively seek input on their own performance.

Step 2: Normalise Feedback in Everyday Interactions

Feedback shouldn’t be a once-a-year ordeal that everyone dreads. Instead, make it a regular part of your team’s interactions. Here’s how:

Weekly Check-ins: Have casual weekly meetings where team members can share what’s working and what’s not.
Real-time Feedback: Encourage giving feedback on the spot. If something can be improved, address it immediately rather than waiting for a formal review.
Use Tools: Platforms like Slack, Trello, Discord or Asana can help facilitate regular feedback loops.

Step 3: Create a Safe Space

For feedback to flow freely, your team needs to feel safe. Psychological safety is key to ensuring everyone feels comfortable sharing their thoughts. Tips to create this environment include:

No Blame Game: Focus on solutions, not finger-pointing.
Celebrate Effort: Acknowledge when someone takes a risk, even if it doesn’t pan out.
Be Respectful: Keep criticism constructive and avoid making it personal.

Step 4: Train Your Team

Not everyone is born knowing how to give or receive feedback. A little training can go a long way. Consider booking Fresh Seed for your training needs here - we can deliver workshops or training that covers (amongst other things):

Effective Communication: Teach your team how to articulate their feedback clearly and respectfully.
Active Listening: Show them how to listen without interrupting and really absorb what’s being said.
Emotional Intelligence: Equip them with the skills to handle feedback without taking it personally.

Our training is always bespoke and made to suit your requirements so reach out to us if you'd like to discuss this further.

Step 5: Walk the Walk...don't just Talk the Talk

Lead by example. If you’re advocating for a feedback culture, make sure you’re embodying those principles every day. This includes:

Being Transparent: Share your own experiences with feedback and how it’s helped you grow.
Showing Empathy: Understand where your team members are coming from and address their concerns compassionately.
Staying Open: Be receptive to feedback from all levels, not just from peers or superiors.

Step 6: Celebrate Feedback Wins

Last but not least, celebrate when feedback leads to positive changes. Recognise the individuals who contribute to this culture and showcase the tangible benefits. This could be:

Team shout-outs: In meetings or newsletters.
Small Rewards: Like gift cards or extra time off.
Public Acknowledgment: Highlighting success stories on your company’s intranet or social media.

Ultimately it's important to remember that creating a feedback culture isn’t just about improving processes; it’s about fostering an environment where everyone feels heard, valued, and motivated to contribute their best work. So, start small, be consistent, and watch as your team grows into a powerhouse of creativity and collaboration.

Feel free to share this with a colleague who could use a nudge towards open communication! Interested in finding out more about our training services? Reach out to us below and see how we can help.

Workplace wellbeing isn't woo woo magic

sarahb@freshseed.co.uk — Wed, 22 May 2024 16:23:15 GMT

As Mental Health Awareness week ends we talk about wellbeing and its importance in your workplace

Mental health support at work isn’t some touchy-feely, woo-woo nonsense. It’s practical, essential, and beneficial for everyone involved – from the employees to the C-suite. Yet there is still a disconnect between its importance and how its managed in the workplace. Here we explore why and what you can do to turn that around.

First off, let’s tackle the myth that mental health support is a fluffy, feel-good initiative with no real substance. That couldn’t be further from the truth. Mental health impacts how we think, feel, and behave on a daily basis. When employees are mentally healthy, they’re more productive, engaged, and creative. This isn’t just good for the individual – it’s great for the company’s bottom line. According to the Mental Health First Aid UK more than half our workforces are affected by mental health conditions and Deloittes states that 64% of managers have considered quitting for a job that would better support their wellbeing. The World Health Organisation, says the cost to the global economy as a result of lost productivity due to Mental Ill health is estimated at $1 trillion per year in lost productivity. That’s a staggering figure. Companies that invest in mental health initiatives see a return on investment of around $4 for every $1 spent. These aren’t just feel-good figures – they’re hard facts.

But beyond the money, supporting mental health at work is about fostering a culture of care and respect. It shows employees that they’re valued as whole people, not just cogs in a machine. This leads to higher morale, lower turnover, and a more positive work environment. Who wouldn’t want to work in a place like that? The key is how you foster such a culture and how you engage in creating lasting impact.

Mental health support can take many forms. It’s not just about having a counsellor on speed dial (though that helps). It can include flexible work hours, mental health days, stress management workshops, and creating an open dialogue about mental health in the workplace. These initiatives can help employees feel supported and understood, making it easier for them to bring their best selves to work. And let’s not forget the legal and ethical responsibilities. Many countries have laws mandating mental health support in the workplace. Ignoring these can lead to serious repercussions, not to mention the moral failing of neglecting employees’ well-being.

So, next time someone dismisses mental health support as “woo woo,” hit them with the facts. It's a crucial component of a thriving, productive workplace. It’s not just about being nice – it’s about being smart, responsible, and forward-thinking and most importantly fostering growth in your people so they're better at their job!

Supporting mental health at work isn’t just a nice-to-have; it’s a must-have. Let’s drop the stigma and recognise mental health for what it is – a vital part of our overall well-being and professional success.

If you'd like support with writing wellbeing strategies, or sourcing helpful wellbeing partners get in touch with us. And whats more if you want to know about how your organisation and culture is really doing, we can share with you our culture survey's that give you great insights.

Labour shake up for Employment Legislation on the horizon

Wed, 22 May 2024 16:10:34 GMT

How a Labour Victory in the Next General Election Could Shake Up Employment Legislation and the Creative Sector...

With a change of government soon on the horizon and it being highly likely that Labour will be calling the shots, the landscape of employment legislation in the UK is set for some significant changes. While we await their official election manifesto, Labour's 2021 Green Paper, ‘A New Deal for Working People,’ along with various pledges and speeches, give us a glimpse into what might be in store.

Labour has pledged to introduce a new Employment Rights Bill within 100 days of gaining power! (As you recover from that gasp) this doesn't mean that it will be passed within 100 days, only that it will be introduced for debate by the House of Commons and House of Lords. But still....there's some huge proposals here that could mean big shifts for the creative sector.

Here's a run down of key proposals:

A Radical Overhaul of Employment Categories

Labour plans to simplify employment classifications, eliminating the traditional 'employee' category (currently a three tiered system of 'employee', 'worker' and 'self-employed'). Instead, we’d see a two tiered system with only 'workers' and the genuinely 'self-employed'. This shift aims to extend full employment rights to a broader group of people, giving current 'workers' a big uplift in rights and protections which would impact the gig economy in particular. However, this could also mean more bureaucracy for companies managing diverse work arrangements.

Day-One Unfair Dismissal Claims

One of the proposals which will make many go wide eyed is the right to claim unfair dismissal from the very first day of employment. Historically, this qualifying period has shifted, but Labour’s plan to enforce this right from day one is unprecedented. However, a revised version of the Green Paper which was leaked earlier in May indicates that this right would not prevent fair dismissal including reasons of capability, conduct, redundancy or interestingly probation periods so long as there are fair and transparent processes and rules.

For those studios and businesses who often deal with short-term projects, this change could necessitate a rethinking of existing hiring and onboarding processes. It will be imperative for studios to be more strategic in their hiring processes, as well as ensuring they have strong onboarding and probation processes in place, ensuring clear communication, feedback & training as well as fair and timely management. With the ability to claim unfair dismissal from day one, even short-term employees could bring legal action if they feel they’ve been dismissed unfairly. Creative companies, which often hire on a project-by-project basis, may face an increased risk of such claims, leading to potential legal costs and complications.

The Right to Disconnect

Labour’s proposed 'right to disconnect' seeks to ensure workers are not contacted outside working hours, a policy already in place in countries like France. With remote work blurring the lines between professional and personal time, this move could help restore balance. However, roles requiring flexibility, particularly in fast-paced creative environments, might face challenges. Clear guidelines and exceptions will be crucial to make this policy workable.

End of Fire and Rehire Practices

Under Labour’s proposed changes, the controversial practice of ‘fire and rehire’ would be banned. This practice, used by some companies to enforce a change of terms and conditions of employment, has been criticised for its impact on job security. For the creative sector, which often sees fluctuating project-based work, this could mean more rigid negotiations with employees when adjusting roles and responsibilities.

Strengthening Collective Bargaining

Labour aims to bolster collective bargaining, setting minimum pay rates and conditions across different sectors of the economy. This could help standardise pay, potentially reducing wage disparities. However, it could also limit flexibility in salary negotiations based on individual talent and experience.

Directors Held Personally Liable

A significant change would be making company directors personally liable for unpaid tribunal awards. This measure aims to ensure compliance with tribunal decisions, holding those at the top accountable. For creative studios and agencies, this underlines the importance of robust HR practices and adherence to legal obligations.

The Gig Economy Shake-Up

Labour’s stance against zero-hours contracts could reshape the gig economy. The flexibility offered by such contracts has been a double-edged sword, providing freedom but often at the cost of job security. The creative sector, which relies heavily on freelance and gig work, might see a move towards more stable employment models. This could benefit workers but also increase operational costs for companies.

Preparing for Change

While these proposals paint a picture of a more regulated and employee-focused future, their implementation and impact will depend on the specifics and how they are enforced. Creative companies should start considering how these changes might affect their operations, from hiring practices to contract negotiations and workplace policies.

Staying informed and proactive is crucial for navigating this potential legislative shift. The team at Fresh Seed is here to assist you, helping you identify impact areas you might not have considered and guiding you to make your operational transitions as smooth and efficient as possible.

Interested in chatting to us about this and seeing how we can help you prepare for change? Reach out to us using the button below ��

Thinking about introducing performance related bonuses for your employees? We run through a list of key things to consider.

Wed, 22 May 2024 16:10:30 GMT

Introducing Performance-Related Bonuses: What should you consider?

In the ever-evolving world of the creative sector, keeping your team motivated is crucial to staying ahead. One effective strategy is the introduction of performance-related bonuses. However, setting up a bonus scheme involves more than just deciding on the amount.

Why consider Performance-Related Bonuses in the first place?

Motivation and Engagement - Bonuses can significantly boost morale and engagement, making employees feel appreciated for their hard work.

Retention - In the competitive sector, retaining top talent is essential. Performance bonuses can be a key factor in keeping your best employees from leaving.

Productivity - By linking bonuses to performance, you can encourage higher productivity and align individual efforts with company goals.

What are the key elements you should consider?

Set Clear Goals

Define the specific targets and goals that employees need to hit to earn their bonuses. Make sure these goals are clear, measurable, and directly linked to your company’s success.

Create Different Levels of Rewards

Develop a tiered bonus system where employees can earn different amounts based on how well they perform. This way, you can reward those who just meet the targets, those who exceed them, and those who absolutely smash them.

Decide on Individual vs Team Bonuses

Think about whether to give out bonuses based on individual achievements, team efforts, or a mix of both. In the creative sector, teamwork is crucial, so consider how you can balance rewarding personal excellence with collaborative success.

Pick a Payout Schedule

Decide how often you want to distribute bonuses. Whether it's quarterly, bi-annually, or annually, make sure your team knows when they can expect to see their rewards.

Keep Everyone in the Loop

Use performance management tools to track progress in real-time. Let your employees see how they’re doing throughout the bonus period so they can stay motivated and on track. (And yes, this does mean initially sorting out your performance management structures to be fair and effective1)

Surprise Spot Bonuses

Think about the introduction of spot bonuses for exceptional achievements outside the regular bonus structure. These unexpected rewards can be a huge morale booster, especially when someone completes a tough project ahead of schedule.

Include Non-Cash Rewards

It's not always about money. Consider mixing things up with non-monetary incentives like extra time off, gift cards, or cool perks. Sometimes these can be just as motivating as cash bonuses.

Set a Bonus Limit

Make sure everyone is fully aware if there’s a cap on the bonus amounts. This helps manage expectations and keeps things fair.

Pro-Rata for Newbies

For employees who haven’t been with you for the whole year, consider offering pro-rata'd bonuses based on the time they’ve been with the company. Just make sure this policy is clear and fair to avoid any issues.

Be Transparent

Make the entire bonus structure clear and open to avoid any misunderstandings or feelings of unfairness. Transparency is key to keeping everyone happy and motivated.

Stay Legal and Tax-Savvy

Make sure that you link in with your finance team when planning to ensure compliance with tax laws. Remember, bonuses are subject to income tax and National Insurance contributions.

Consult Employees

Involve and consult with your team in designing the bonus program as it's going to be an addition to their T&Cs. Use surveys or focus groups to get their input and make sure the scheme meets their needs and expectations and any queries or concerns are considered and addressed prior to launch.

Test Before You Launch

If you're a medium to larger organisation, you could consider a pilot test with a smaller group before rolling out the bonus scheme company-wide. This allows you to iron out any kinks and make necessary adjustments based on feedback.

Update Employment Contracts

Once a bonus program has been finalised, you'll need to update employee contracts to reflect the new benefit clearly outlining associated T&Cs. Once issued and signed, you'll be ready to launch the program!

Celebrate and Recognise

Publicly recognise bonus recipients to boost morale and motivate others. Celebrating successes helps build a positive and encouraging work environment.

Regular Check-Ups

Regularly review and update your bonus program to make sure it’s still working well and aligned with your company’s goals and your team’s expectations. Be ready to tweak things as necessary.

Introducing performance-related bonuses can be a game-changer for your company, driving motivation, retention, and productivity. By considering the legal framework, tailoring the approach to the unique needs of a business in the creative sector , and ensuring transparency and fairness, you can create a motivating and rewarding environment for your creative talent.

If you need further guidance or have specific questions about implementing performance-related bonuses in your company, feel free to reach out. We're here to help you navigate this exciting journey and can guide you step by step to suit your unique circumstances.

Fines For Illegal Workers Have Increased Considerably - Are You Completing Employment Right Checks Correctly (If At All!)?

Wed, 22 May 2024 16:10:25 GMT

You may (or may not!) be aware that effective from 13th February 2024, the fines for employing illegal workers have shot up considerably. We're talking a serious hike here, so it's important you know what you're meant to be doing when it comes to hiring new employees and checking their right to work in the UK.

So, what's the deal with the new fines?

First Offense: The fine has jumped from £15,000 to £45,000 per illegal worker.

Repeat Offenses : If you get caught again, it’s even steeper – from £20,000 to £60,000 per worker.

Doing right to work checks isn't just a box-ticking exercise; it's your first line of defense against these massive fines. Plus, it keeps your business legit and your reputation intact.

What steps should you be taking to get it right?

Initial Checks

Before anyone starts working for you, check their original documents (like passports, visas etc.) to confirm they have the right to work. You can find a whole list of acceptable documentation here . It's important that you see their original documentation for a manual check or otherwise use an Identity Service Provider (IDSP) for digital checks. Manual checks involve verifying original documents in person (copies aren't acceptable), while digital checks can be performed online using share codes or digital identity verification for certain documents. The temporary adjustments that allowed right to work checks over video calls due to COVID-19 ended on 30 September 2022 so you must now revert to conducting these checks either in person or using an IDSP.

Since Brexit, EEA nationals need to provide evidence of their right to work through the EU Settlement Scheme. This might involve a digital Certificate of Application or other relevant documents showing settled or pre-settled status.

For individuals on visas, where you're unable to view their original documents in person or check their right to work online using their share code, then you must conduct a right to work check via the Home Office to ensure compliance. This involves using the Home Office Employer Checking Service (ECS), details can be accessed here .

Ongoing Checks

It's important that for those with limited time permissions stated on their visas, you make sure to schedule follow-up checks to ensure they’re still eligible and that this is done in a timely manner so you can address any issues and deal with these effectively.

Keep Records

Keep copies of all the checks you do. These records are your safety net if you ever get audited.

Be Aware

Even if you outsource the right to work checks to an independent company to do this on your behalf, you can't outsource the responsibility - ultimately you're still responsible as the employer and need to make sure that everything has been done correctly, otherwise that fine may well land on your desk.

Practical Tips

Carry out regular audits to check your right to work documents and catch any issues early.
Make sure your internal HR team are up-to-date on the latest requirements with regular training.
Get expert HR or legal advice if you're unsure about anything related to right to work checks.

The bottom line? These new fines mean you can’t afford to slack off on right to work checks. Make sure you’re doing them properly and regularly. Not only will this keep you on the right side of the law, but it also helps create a fair and safe workplace for everyone.

Are you looking to hire into your team in the near or distant future? Want to make sure you have everything in order and are doing things in the best way possible? Our team can help! From advising on your hiring process through to onboarding and guidance on managing probations, we've got you covered. Reach out to us here for a chat when you're ready.

Fresh Book Club - May 2024

Wed, 22 May 2024 16:10:23 GMT

"Dei Deconstructed: Your No-Nonsense Guide to Doing the Work and Doing It Right" by Lily Zheng.

Our choice this month comes not long after the UK Government Report on the Inclusion at Work Panel’s recommendations for improving diversity and inclusion (D&I) practice in the workplace which was published in March.

Dei Deconstructed stands out in the crowded field of DEI literature for its clarity, practicality, and unwavering commitment to authenticity. Lily Zheng's expertise and experience shine through in every chapter, making complex concepts accessible without diluting their significance.

One of the book’s greatest strengths is its realistic approach to DEI work. Zheng does not shy away from discussing the difficulties and setbacks organisations may face, nor does she offer quick fixes or easy solutions. Instead, she provides a balanced view that acknowledges the challenges while empowering readers with the tools and knowledge needed to overcome them.

Zheng's use of real-life examples and case studies adds depth and credibility to her arguments. These stories not only illustrate common pitfalls and successes but also serve as valuable learning tools for readers. Her practical advice is grounded in real-world experience, making it highly relevant and applicable.

The structure of the book is logical and well-organised, guiding readers through the DEI journey from understanding foundational concepts to implementing sustainable practices. Each section builds on the previous one, creating a cohesive and comprehensive guide that is easy to follow.

Moreover, the book's tone is both engaging and authoritative. Zheng’s candidness and straightforward style make the content approachable, while her deep knowledge and passion for DEI work lend it authority. This combination makes for a compelling read that is both informative and inspiring.

In conclusion, Dei Deconstructed is an invaluable resource for anyone involved in or interested in DEI work. Whether you're a leader looking to drive change within your studio, or an individual committed to personal growth in this area, Zheng’s book provides the insights and tools necessary to make a meaningful impact.

You can purchase the book here.

Rolling with the Changes: A Heads Up on Paternity Leave Updates

Wed, 17 Jan 2024 12:27:07 GMT

In a move to adapt to the evolving needs of modern families, the government has recently published draft legislation in the form of the Paternity Leave (Amendment) Regulations 2024. These proposed changes, following earlier announcements in summer 2023, bring about significant modifications to paternity leave rights.

So what are these impending alterations and what do they mean for your company policies and practices? The proposed amendments outlined in the Regulations are designed to enhance flexibility and support for employees during significant life events. Here's a breakdown of the key changes:

1) Flexible Paternity Leave:

Employees will have the option to take their two-week paternity leave entitlement as two separate one-week blocks.
This marks a departure from the previous requirement of taking one continuous two-week period.

2) Extended Timeframe:

Paternity leave can be taken at any time within 52 weeks after the birth, offering increased flexibility for employees to choose when to utilise this benefit.
This contrasts with the previous mandate of taking leave within the first 56 days following birth.

3) Reduced Notice Period:

Employees are only required to provide 28 days' notice of their intention to take paternity leave.
This is a significant reduction from the previous notice period of 15 weeks before the Expected Week of Childbirth (EWC).

The Regulations are due to come into effect for those where the EWC is on or after 6th April 2024. This aligns with other family-friendly legal changes, including the introduction of carer’s leave, modifications to flexible working rights, and an extension of redundancy protection to encompass pregnancy, as well as a period following maternity, adoption, and shared parental leave.

As a people & culture consultancy committed to supporting businesses through dynamic regulatory changes, Fresh Seed understands the importance of seamlessly integrating updated policies. Our team is well-equipped to assist your company in navigating the intricacies of the Paternity Leave (Amendment) Regulations 2024. From policy reviews and updates to employee communication strategies, we offer comprehensive solutions that ensure compliance and foster a positive workplace environment. By leveraging our expertise, your company can confidently embrace these changes, empowering both employers and employees alike. Contact us today to explore how our services can help your business adapt to the evolving landscape of employment regulations and enhance your commitment to employee well-being.

There's no excuse for poor culture

sarahb@freshseed.co.uk — Wed, 17 Jan 2024 12:19:42 GMT

Scandals are just the tip of the iceberg

It takes a long time to create the landscape for a scandal. In this blog we examine some of the common factors that show themselves in scandals such as that of the Post Office Horizon and the Lucy Letby Imperial College Healthcare Trust whistleblowing issues. We will explore, why those involved can easily become complicit in a situation that becomes not just headline grabbing but responsible for life changing events.

Work dominates our lives and the journey of our career is likely to be hard earned and certainly something we protect at all costs. But what if that blinds us? What if we become so protective of our knowledge we feel we're experts and deny that others may know more or have knowledge that can contribute to our own growth? You may be aware of someone who won't listen to your input, and disregards anything they perceive to be unfitting of the situation. You may have been in a meeting where the only people to be heard are those who are more outgoing. What if it's those who are dictating the way we do things in our workplace? What if listening to those is where we may be at risk of groupthink?

At Fresh Seed we offer whistleblowing training and a common theme in conversations around the need is the ability to self advocate. Self advocacy though, is only possible when you feel safe to speak up. Let's dive deeper into speak up culture and explore what that has to do with the scandals hitting the headlines and whistleblowing.

Firstly what motivates you to speak up is varied. According to the Financial Conduct Authority, addressing the issues with non financial whistleblowing claims comes down to poor culture dictated by the leadership team and the key to changing the landscape of claims they see is organisations fostering a "speak up culture". Its apparent to us that organisations simply don't know what that means. When long running organisations have developed their culture over many years, changing the way they operate and respond to the worlds changing demands is difficult. And it involves transformational change management programmes that are robust in their scrutiny of how they are affecting the day to day operations in the business. They take time to embed through coaching, training and mentoring schemes as well as deep evaluation of the problems and impact. Without this kind of challenge what happened with the Post Office and Imperial College Healthcare Trust, are just the tip of the iceberg.

So what stands in the way of a speak up culture? The answer is pretty simple: Leadership. But why, what is it about leadership that creates the silencing of voices? Our skills and knowledge are developed over years, and we learn how to operate from the world around us. If the environment in which we learn teaches us that we have all the answers and asking for help is a sign of weakness, we start to believe our own version of the truth. It's this that leads Senior Executives to act without integrity; challenging them is a hard prospect pitted with dangers including manipulation or loss of your job. In these situations Senior Leaders create a world where anyone who does challenge is ostracised or removed and so begins the commonly known groupthink that enables issues such as the Post Office and indeed the Imperial College Healthcare Trust to enable a world that denies the reality, ignoring the cold hard facts that belies the gravity of the problems. Groupthink was coined by Yale University social psychologist Irving Janis in 1972, and its definition is behaviours that naturally turn a blind eye to wrong doing in an organisational setting:

Groupthink is a phenomenon in which individuals overlook potential problems in the pursuit of consensus thinking.
Any dissenters in the group who may attempt to introduce a rational argument are pressured to come around to the consensus and may even be censored.
Groupthink is particularly dangerous in political situations where no single actor has all of the relevant information.
Groupthink can be reduced by inviting criticism or appointing one person to act as a "devil's advocate" against the group.

It is possible to create a "Speak Up" culture and yet, an awareness that changing mindsets takes both time and acknowledgement of the need for change. Most often that's driven by a business critical need, either poor customer feedback or drop in revenue. Transformation programmes of this scale take time to embed and groupthink at this scale can be really challenging to address, however don't let that stop you, because once transformation starts to take an upward turn it reaps great results. Not only does revenue increase but employee engagement starts to improve and essentially the company becomes a better performing all round. For our help in addressing this, get in touch with us here at Fresh Seed. As you ponder if it's something you need in your organisation, here our top five principles to workplace transformation:

Work with a coach. Coaches create a safe setting where you can challenge your mindset.
HR is a trusted partner. HR will help navigate the process of investigating claims. In both the Post Office & Imperial College Trust scandals, if HR had been involved there would have been different outcomes, had there been fair investigation and all claims were fully addressed.
Find a whistleblowing system that provides feedback regarding issues.
Invest in a training programme to train your staff in active listening and fundamental line management skills. The most common issue we see with Line Managers is that they've not been given the tools for the role.
Create "speak up" champions. Like all aspects of diversity, inclusion and mental health, having champions are a really powerful part of the business. Providing individuals with the training and support to help those calling out issues will help you not only track trends but address issues before they become scandalous.

If you'd like more help with any of this or you've been affected by any of the scandals we discuss here, please get in touch and we'll be happy to help and assist you with support or discuss our services further.

Fresh Book Club - January 2024

Mon, 15 Jan 2024 09:10:40 GMT

This month, to pair up nicely with our blog on navigating different cultures in a global business, we 're reading "The Culture Map: Decoding How People Think, Lead, and Get Things Done Across Cultures " by Erin Meyer

Whether you're working from home or across the globe, success in today's globalised business scene means mastering the art of navigating cultural differences. Erin Meyer, a guru in this realm, is your go-to guide through the sometimes tricky world where people from totally different backgrounds need to team up.

Picture this: Americans sweetening negative comments with positivity, while the French, Dutch, Israelis, and Germans just cut to the chase (like, "your presentation was awful"). Toss in Latin Americans and Asians big on hierarchy, and Scandinavians who prefer a boss to be one of the gang. It can be funny, sure, but mostly it leads to chaos.

Even with English as the global tongue, slipping up in cultural nuances is a real risk. Take a Brazilian manager scratching their head over how Chinese suppliers operate or an American team leader trying to figure out the vibe between Russian and Indian team members.

Enter Erin Meyer's book, "The Culture Map," where she breaks down how cultural differences play out in international business. It's not just theory – she gives practical advice to succeed in our globally connected world. Curious? Check it out!

Navigating Cultural Differences in a Global Workplace: Building Bridges, Not Barriers

Mon, 15 Jan 2024 09:09:10 GMT

In an era of globalisation, where companies operate on a worldwide scale, the workplace has become a melting pot of diverse cultures, backgrounds, and perspectives. While this diversity can foster innovation and creativity, it also brings forth unique challenges, particularly in communication and understanding.

Navigating cultural differences is crucial for creating a harmonious and productive global workplace. One of the key challenges in a global company is recognising and appreciating the cultural nuances that influence communication styles. For instance, in many Eastern cultures, directness and bluntness may be seen as a sign of honesty and efficiency, while in Western cultures, a more indirect approach might be preferred to maintain harmony and politeness. Italian and Spanish people are comfortable displaying emotions openly, and animated gestures are common during conversations but for those more reserved cultures e.g. Japan, Northern European Countries, emotional expression may be more subdued, and there is a preference for maintaining composure in professional settings.

So how are employees meant to navigate communication in a global business when they're at risk of unintentionally causing offence to colleagues? A company which recognises these differences is already taking the first step towards fostering a culture of respect and understanding. Cultural intelligence, or the ability to adapt and interact effectively with people from different cultures, is an invaluable skill in a global workplace. In order to support employees, businesses operating globally should be thinking of:

1) Investing in training programs that enhance cultural intelligence among employees. These type of programs include workshops, and cross-cultural communication training to equip individuals with the skills necessary to navigate diverse work environments. Cultural sensitivity training can be a powerful tool in helping employees understand and appreciate the differences in communication styles. By providing insights into various cultural norms, expectations, and taboos, employees can better navigate potential pitfalls and build stronger relationships with their colleagues. This training should not only focus on specific cultures but also emphasise the importance of adapting communication styles based on context.

2) Encouraging open communication. Creating an open and inclusive communication environment is essential for addressing cultural differences. Employees should feel comfortable expressing their thoughts and concerns regarding cultural clashes without fear of judgment. Management can facilitate this by promoting open-door policies, organising regular feedback sessions, and encouraging cross-cultural collaboration.

3) Establishing clear communication guidelines. To mitigate misunderstandings arising from cultural differences, companies can establish clear communication guidelines. This might involve including a section within your policies, code of conduct and/or employee handbook that outlines expectations for written and verbal communication, addressing topics such as tone, formality, and language choices. These guidelines can serve as a reference for employees to navigate the intricacies of cross-cultural interactions.

4) Implementing Mentorship programmes. Pairing employees from different cultural backgrounds in mentorship programs can be highly effective. Having a mentor who understands the nuances of both cultures can help newcomers adapt more quickly and navigate potential conflicts. This approach promotes a sense of camaraderie and mutual learning among colleagues, fostering a collaborative and inclusive work environment.

In a globalised business landscape, successfully navigating cultural differences among colleagues is essential for fostering a positive and productive work environment. By understanding cultural nuances, promoting cultural intelligence, encouraging open communication, providing sensitivity training, implementing mentorship programs, and establishing clear communication guidelines, businesses can create a workplace where diversity is celebrated, and differences become strengths rather than obstacles. In doing so, companies can build bridges that connect their global workforce, unlocking the full potential of a truly diverse and inclusive team.

Curious to learn more about the communication training solutions that Fresh Seed can provide for your business? Connect with us using the button below!

Employment Legislation Shake Up 2024 - What you need to know right now!

Wed, 06 Dec 2023 13:42:00 GMT

Employment legislation is having a bit of a shake up in 2024 with draft legislation and amendments due to come into force in January. Are you aware and more importantly are you ready for these changes?

Equality Act 2010 (Amendment) Regulations 2023

The Government has published draft legislation to amend the Equality Act 2010 with effect from 1st January 2024. The new Equality Act 2010 (Amendment) Regulations 2023 provide for certain EU derived discrimination protections which would otherwise have disappeared at the end of this year due to Brexit.

So what do these amendments include?

Individuals now possess the right to assert a claim for indirect discrimination by association. This allows a person who does not share the relevant protected characteristic to make a claim if they experience the same disadvantage as those who do have that characteristic due to the employer's provisions, criteria, or practices.
An amendment to the guidance on the definition of disability, stating that considering an individual's ability to participate fully and effectively in working life on an equal basis with other workers is relevant when examining 'day-to-day activities'.
A 'single source' test has been introduced for establishing an equal pay comparator. This entails the concept that an equal pay comparator may potentially be employed by a different business, as long as the entity responsible for setting terms remains the same.
An extension of direct discrimination protection to encompass discriminatory statements made about not wanting to recruit individuals with certain protected characteristics, even in cases where there is no active recruitment process underway and no identifiable victim.
Confirmation has been provided that employment discrimination on the grounds of breastfeeding is now recognised under the protected characteristic of sex.

The Employment Rights (Amendment, Revocation and Transitional Provision) Regulations 2023

The government has published a draft statutory instrument containing amendments to the law on holiday pay, TUPE and working time. The changes, which are due to come into force on 1 January 2024, include:

Making it easier to figure out holiday pay by giving the green light to rolled-up holiday pay (12.07% of pay) for those working part of the year or irregular hours. If you use Zero Hour Contracts, get in touch with us here about updating relevant clauses!
Reiterating various pieces of EU case law that we're keeping in the UK post-Brexit. This allows the carryover of:
All statutory annual leave to the next year if someone can't take it due to being on family-related leave.
Up to 18 months' worth of regulation 13 leave (that's 4 weeks per year) for when someone can't take their leave because of sickness.
Regulation 13 leave can be carried over when the worker hasn't had the chance to take it, or the employer hasn't told them that any unused leave will be lost if not taken.
Clarification on what constitutes 'normal remuneration' for holiday pay during Regulation 13 leave. This includes commission payments and other forms of earnings, such as regular overtime payments.
Removal of additional working time record-keeping rules for working hours as per the ECJ judgment in CCOO v Deutsche Bank. This ruling previously required keeping track of working hours and rest for almost everyone, even if they had regular hours! (Did anyone actually do this anyway?!)
Small businesses, those with fewer than 50 employees, can now conduct direct consultations with their employees during TUPE transfers of any size. Similarly, businesses of any size handling a small transfer (involving fewer than 10 employees) have the option to engage in direct consultation if there are no existing representatives in place.

Feeling a bit lost on what to do next? Need a hand with sprucing up your policies and contracts to align with these changes? Don't hesitate to drop us a line at info@freshseed.co.uk. We're here to not only guide you through these updates but also to ease the burden of your admin tasks. Let's tackle this together!

Navigating Unconscious Bias in Your Hiring Process

Wed, 06 Dec 2023 13:41:55 GMT

In this blog we talk about unconscious bias in hiring and explore some practical strategies that you can easily adopt for a fair and inclusive recruitment journey.

We covered the topic of unconscious bias in a blog post back in July 2023, which you can check out here . In that post, we delved into the definition of unconscious bias and its potential impact on the workplace. Today, our focus narrows down to the hiring process, offering you valuable tips for your operations.

Loads of research proves that hiring isn't always fair. Sneaky biases, like racism, ageism, and sexism find their way into the hiring game. But you can do something about it. Where to start, you ask? And how can you help your team kick these biases to the curb?

The Subtle Forces of Bias:

When it comes to the hiring process, as you comb through stacks of CVs, it's crucial to recognise that hidden biases might be influencing your decisions. We've all heard the saying, "You never get a second chance to make a first impression." That's the halo effect in action. A well-crafted CV might unintentionally sway your perception positively, while a less polished one might cast a shadow on the candidate's qualifications – the horns effect. These are real pitfalls.

Decoding Names and Backgrounds:

Unconscious bias can rear its head at the very beginning of the recruitment process - with the name on top of the CV. Research shows that assumptions about gender, ethnicity, or socioeconomic background can be triggered just by a candidate's name. It's like judging a book by its cover but in this case, it's the candidate's name that's under the microscope - an unconscious stumbling block that can affect your hiring decisions.

The Comfort of Similarity:

Birds of a feather flock together, right? Well, in the world of recruitment, this can sometimes lead to the perpetuation of the status quo. While a team that clicks is fantastic, sticking to what's familiar might hinder your team's growth. Unconsciously, we may feel more comfortable with candidates who share similar backgrounds, experiences, or even hobbies. It's like recruiting your office buddy – but is that really the key to fostering diversity and innovation? Challenge yourself to look beyond the usual suspects. Innovation often thrives in diverse environments. Are you inadvertently closing the door to fresh perspectives by recruiting in your comfort zone?

Combatting Unconscious Bias:
So what can you do to untangle yourself from the web of unconscious bias when it comes to the hiring process?

First and foremost, awareness is key. Acknowledge that bias exists, even if it's hidden beneath the surface.

Rework Job Descriptions:

Research shows that masculine language, including adjectives like “competitive” and “determined,” results in women’s “perceiving that they would not belong in the work environment.” On the other hand, words like “collaborative” and “cooperative” tend to draw more women than men. Subtle word choices can have an impact on the applicant pool, so have a think around the wording you currently use in your adverts and job descriptions and where you may be able to make some adjustments - try more neutral words or aim to strike a balance. Unsure how to tackle this? Have a chat with us at Fresh Seed - we can help!

Set Clear Criteria:

Define specific criteria for the role within the job description and advert and stick to them during the shortlisting process. This provides an objective framework for evaluating candidates and minimises the influence of personal biases.

Blind Recruitment Processes:

Consider implementing blind recruitment strategies, especially during the initial shortlisting phase. Remove personal information such as names, addresses, and profile pictures from CVs. This helps ensure that you're evaluating candidates based solely on their skills and experience, without preconceived notions. At Fresh Seed when we work with clients on a hiring process and take ownership of the advertising and applications, we automatically remove all personal information before presenting CVs to the client for review, helping to combat unconscious bias from the start.

Diverse Hiring Panels:

Expand your hiring team to include individuals with diverse backgrounds and perspectives. Multiple viewpoints can help counteract individual biases and ensure a fairer evaluation process.

Structured Interviewing:

Create a standardised interview process with predetermined questions. This helps ensure that each candidate is assessed consistently, reducing the likelihood of subjective judgments.

Training and Awareness Sessions:

Educate your team about unconscious bias and its impact on the hiring process. Regular training sessions and open discussions can heighten awareness and empower your team to actively challenge their own biases.

In the ever-evolving landscape of recruitment, acknowledging and actively addressing unconscious bias is a strategic move. By implementing blind recruitment practices, fostering diversity, and creating a conscious hiring culture, you're not just finding the best fit for your team but also contributing to a more inclusive workplace.

Ready to equip your team with the tools to navigate the complex terrain of unconscious bias? Contact us at info@freshseed.co.uk for specialised training sessions designed to foster awareness, challenge assumptions, and create a more inclusive hiring environment. Let's build a workforce that thrives on diversity and innovation in the years to come.

Fresh Book Club - December

Wed, 06 Dec 2023 13:41:53 GMT

This month we 're reading "On Connection" by Kae Tempest

In 'On Connection,' Kae Tempest draws on two decades of experience as a writer and performer to delve into how engaging in creativity, irrespective of the chosen form, can enhance self-awareness and deepen our connection to both ourselves and the world.

Creative connection encompasses anything that brings us closer to ourselves and fellow humans. It's like a key that unlocks insights into mental health, politics, and all sorts of other stuff. On Connection' was also born during the Covid-19 chaos, where the 'arts' industry got slapped with a tough label. The book talks about missing out on the usual creative buzz but also dishes on how people found new, personal ways to connect without the usual daily craziness.

Tempest’s creativity enables the reader, in the author’s own words, to “feel what you are feeling”.

Menopause Frenzy

sarahb@freshseed.co.uk — Wed, 29 Nov 2023 15:50:06 GMT

The medical & legal storm continues...

In the last couple of weeks there's been a lot of noise about the menopause once again, only this time driven by NICE (The National Institute for Health and Care Excellence). But why have the recent headlines caused such an exchange of energy?

Its no secret that there is huge bias in women's health. It wasn't that long ago that women would need to take their husband into appointments for Dr's to take their symptoms seriously and there was no accounting for those who didn't have husbands! The bias in medical research is enormous - read Invisible Women https://www.waterstones.com/book/invisible-women/caroline-criado-perez/9781784706289 for more data on quite how deeply it runs - it extends to the use of women in tests for medicines they will use. Guess what? Women don't get used in those experiments for fear their hormones will unsettle the results! Further to that there is spurious testing on women over the age of 50 despite the huge hormonal shift the menopause causes and risk factors it brings. The bias is endemic and there's a belief in some corners of the medical world that women don't need HRT to manage the menopause at all.

It will come as no surprise therefore that the new NICE guidance suggesting that women should be having CBT (cognitive behavioural therapy) instead of HRT to manage symptoms like anxiety and insomnia has lead to this fresh frenzy. Imagine for a moment the world menopausal women felt was beginning to open; an understanding of the hormonal fluctuations; a sense of learning about the challenges women struggle with at this stage of life and an opening in discussion about all wellbeing issues for women around their hormonal changes. It really has been a lightbulb time and we stand on the shoulders of those before us who have sucked up the symptoms and lost themselves to the difficulties it has given.

Insomnia and anxiety are two of the seriously debilitating symptoms of the peri-menopause and menopause and whilst CBT may well have a place in the management of these symptoms it cannot work in isolation where a womans body has lost or is losing vital hormones. The role of those hormones can be seen in neuromapping and its simply not enough to say that CBT will solve it all.

it's also possible that HRT isn't suitable for all women yet the guidance from NICE seems to disregard much of the recent research and over look the essential role HRT can take, where it is possible to take. We need to do better, to ensure that women are able to continue normal lives during this period of time.

If you feel you'd like the guidance to be revisited the Newson Health Clinic are taking comments and feedback to provide NICE with evidence about the role of HRT and why its not about a one or the other but a full holistic approach to this change in our lives. For your comments get in touch with the clinic via this email address: comments@newsonhealth.co.uk

Or for our training and guidance give us a shout at info@freshseed.co.uk and put menopause in the subject space.

Fresh Book Club - November

Mon, 06 Nov 2023 15:41:32 GMT

This month we 're reading "Start with Why: How Great Leaders Inspire Everyone to Take Action" by Simon Sinek

"Start with Why" by Simon Sinek is a captivating journey into the world of great leadership and the art of inspiring action. Sinek's book is like a shot of espresso for your motivation and a masterclass in leadership that will leave you buzzing with enthusiasm.

At the core of Sinek's philosophy is the simple yet powerful idea that great leaders don't just focus on the "what" and "how" of their endeavours but start with the "why." He argues that understanding the fundamental purpose and belief behind your actions is the key to driving people to take action and be truly engaged.

With wit and wisdom, Sinek weaves together stories of remarkable leaders like Martin Luther King Jr., Steve Jobs, and the Wright brothers who all shared a common thread: they started with why. He explores how they inspired legions of followers, not by force, but by igniting a sense of purpose and passion.

This book offers practical insights and a clear roadmap for anyone looking to become a better leader or inspire those around them. Sinek provides a blueprint for creating a powerful, motivating "why" statement that can transform businesses, organisations, and even personal lives.

So, if you're ready to learn the secret sauce behind world-changing leaders and become a more inspiring force yourself, "Start with Why" is your recipe for success. Prepare to be enlightened, entertained, and inspired, as Sinek takes you on a journey from the mundane to the magnificent, showing you the path to true leadership and action.

Sexual abuse legislation at work is changing.

sarahb@freshseed.co.uk — Fri, 03 Nov 2023 11:00:52 GMT

What will the new law do?

Across the Creative Industries its long been acknowledged we have an issue with cases of sexual abuse and harassment and the ability to absolve ourselves of responsibility and ignore the issue have been extensive. But from Autumn next year - 2024 - that's set to change.

Over the last few years the industry has gone through a period of huge evaluation of its issues, with abuse coming out as a priority across the sector as a whole. And whilst some parts of the sector have already began to look at how they tackle it, this legislation change may be welcomed by those who feel there are many gaps in the current legislation and feel powerless to make changes without the legal backing behind them.

So what is changing?

The new legislation updates the Equality Act 2010 placing a pre-emptive duty on employers to take “reasonable steps” to prevent sexual harassment of employees in the course of their employment and extends to the self employed.

A couple of points to flag immediately: the definition of “employee” in the Equality Act is wider than that used in other pieces of employment legislation and extends to workers and some self-employed individuals, as well as your regular payrolled employee. Furthermore, “in the course of their employment” covers activities outside the workplace, such as work drinks or off-site events; particularly relevant to the conferences in Games where we have seen these issues perpetuate at their most toxic. Both are points to bear in mind when considering what practical steps employers should be taking to comply with this duty (see below). In terms of the behaviour this change is intended to address, the new provisions use the existing definition of sexual harassment in the Equality Act, namely unwanted conduct of a sexual nature that has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for the complainant.

When will the act come into force?

The changes are set to come into force in Autumn 2024, giving employers time to prepare for the changes. What is clear from the update, is preparation must extend to more than simply a policy and tick in a box style training. The changes must be systemic in nature to reflect a cultural shift away from accepting abusive behaviours and allow for calling out of the negativity too.

What does reasonable steps look like?

Ultimately the test of what is reasonable will lie in the courts and tribunal systems but the legislation changes are clear that this must not be simply a box ticking exercise and must really begin to tackle the issues in the culture of your organisation. The government has promised a new "statutory code of practice" and guidance on what measures you will need to take. Whilst it will not mandate what those reasonable steps look like, it is very clear that the measures are set to tighten the definitions and implications that a duty of care is sufficient to deal with abuse.

The onus will be on employers and events organisers to ensure they are proactively considering the implications of the reasonable steps and therefore its likely you'll need to get proper HR advise to ensure you really are taking the appropriate measures.

Whilst the current guidance by the Equalities and Human Rights Commission say the following, we expect to see this taken further:

• Develop and communicate an effective anti-harassment policy – The guidance sets out in detail what such a policy should contain, including a definition of sexual harassment, a statement that such behaviour will not be tolerated and is unlawful and an effective procedure for receiving and responding to complaints. Policies should be actively communicated to staff, including as part of the induction process, and the effectiveness of any policies should be evaluated on a regular basis (at least annually).

• Assess and minimise risk in your business – This would include considering whether there are any factors that might increase the likelihood of sexual harassment taking place in your workplace (e.g. job insecurity, power or gender imbalances, a lack of diversity overall, etc.) and the steps that can be taken to minimise them.

• Engage and train staff – Staff should be trained on what sexual harassment in the workplace looks like, what to do if they experience it, either direct or as “bystander”, and, if appropriate, how to handle complaints. The guidance recommends that employers run staff surveys and exit interviews to help them understand where any potential issues lie and whether the steps they are taking are working. Training should be tailored towards the nature of the employer, the target audience (e.g. seniority and job role) and consideration should be given to the best way of delivering training to maximise impact.

• Have effective reporting procedures in place – The new legal duty will be to take preventative steps and, therefore, the fact an employer has conducted a decent investigation after an incident of harassment will not be sufficient to avoid liability. However, the technical guidance points out that if an employer has taken effective steps to deal with an occurrence of this sort, this may help to prove that the anti-harassment policy is taken seriously by the employer and used effectively when breached. Furthermore, the deterrent effect of such steps could be considered in relation to any future acts of harassment.

We know that in practice many HR concerns and policies are thrown in a cupboard and left to gather cobwebs, this shift towards tackling abuse is a sign that HR and employment laws will be front and central to the sector growth and we know from work going on elsewhere in the Government in relation to the sector this is very much about a shift towards using HR proactively and preventing organisations from avoiding our advise.

Where abuse is concerned this legislation will put the emphasis on employers to shift their cultures to actively show what they are doing to improve the culture in their company and ensure fairness and equality is at the very heart of how they operate. With shifting trends in talent acquisition we're increasingly seeing Millennialls and Gen Z demand a different psychological contract to the one which many more senior people accepted. The future talent pool wants a very different contract and purpose driven organisation to older generations and if we're not able to act we'll see greater challenges in hiring talent for the sector. With skills at a shortage across the industry, we need to focus on the areas we need to fix to ensure we're handing a strong, thriving working environment to the next generation, so ignoring this legislation will come at a high cost.

What will the consequences of failing to act be?

An employer that breaches this new duty could face proceedings by the EHRC, as it will have new powers to enforce standalone breaches, i.e. even without sexual harassment having taken place. The EHRC’s intervention will not lead immediately to any financial penalty, but instead to an order or recommendation that the employer take specified steps to bring its suite of protections against harassment up to scratch and some fairly painful financial pokes in the eye if it does not comply, especially if there is then any incident of harassment. If an employee brings a successful complaint of sexual harassment, an employer risks an uplift in compensation of up to 25% if the tribunal is satisfied that the employer has breached the new duty to take reasonable steps to prevent it. There is unlikely to be any requirement for the individual or the EHRC to show that its taking those steps would actually have made any difference.

We're only a small business, how will this impact us?

The legislation changes affect all organisations no matter the size. Your failure to act on the changes because you're small and don't have in house HR will no longer be a defence for failing to deal with this issue and will leave you vulnerable to both claims, were you not to act in accordance with the law and issues with talent acquisition. If you don't have in house HR we recommend you get in touch with us, so we can evaluate where you are as an organisation in preparation for this change. As we've already said this is not just about a policy but the culture of your organisation and without a full holistic view of the position you're in with your business, you may well find it harder to get talent and do the great work you do, without the support for your people you really need. Further to that, the failure to act on this and other changes we expect to see in the sector following the evaluation that's taken place by various bodies, including DCMS will leave you vulnerable to both legal challenges and a direct impact on your bottom line.

For all HR enquiries drop us a line to info@freshseed.co.uk

Employee Sickness: We decode the Government's updated guidance for employers on fit notes...

Wed, 01 Nov 2023 11:10:45 GMT

The Government recently launched some new guidance for employers around the use of Fit Notes. In standard Government style they made this around 18 pages long....not a fun read! So we've decoded this for you...

Fit Notes 101: The Basics

First off, what's a fit note? It's not a musical note that sounds great while you're chilling on the couch (although that would be fun). It's formally known as the Statement of Fitness for Work (or Med3), and essentially, it's the memo that GP's or other healthcare professionals write up to let employers know what's up with one of their employee's health. Employees are required to provide a fit note to their employer for any sickness absence that extends past 7 calendar days.

Who Can Drop the Note?

This has now been extended to an all-star cast of healthcare professionals, including doctors, nurses, occupational therapists, pharmacists, and physiotherapists, who are all able to certify a fit note. The more, the merrier, right? And guess what, the signature's gone digital, too, making it easier for people to receive their fit notes via email. Welcome to the 21st century, fit notes! As of 2022, the Department for Work and Pensions (DWP) decided it was time to ditch the ink signatures in favour of the name and profession of the issuer. So, now fit notes can be received through the magical world of digital channels, provided local IT systems support it. Who knew a fit note could be so tech-savvy?

No More Handwritten Notes

Fit notes can come in different shapes and sizes - handwritten, computer-generated, or digital. But regardless of the format, they must include the issuer's name, profession, and the address of the medical practice. Plus, if it's sent digitally or printed from a healthcare professional's IT system, it'll have a handy barcode. Scan it with a QR code scanner, and voilà, it's in the employee's sickness records!

The Return of the Med10 Form

For employees who've been to the hospital and got themselves a fit note, they might also receive a Med10 form. It's like a sidekick to the fit note, featuring the dates spent as a hospital inpatient and the period their health condition or disability covers. Just remember, it shouldn't stretch longer than 26 weeks!

Stay in Touch

The employer-employee relationship is a delicate dance, especially when someone's on sick leave. The guidance states that the employer and employee must agree on how to stay in touch during that absence period and how regularly. This may seem like a wonderful idea in theory, but it's often far from practical. Especially in cases involving employees facing mental health challenges where they allege discrimination or bullying, things can get complicated. They might go on sick leave and refuse to engage in any discussion, claiming that their health is too fragile. This situation immediately raises a clear and present danger of both parties getting stuck in a never-ending loop. The employee won't open up until the issue is resolved, and you can't take steps to resolve it until they do. In such instances, finding common ground on how often to communicate becomes an impossible task because the employee has no interest in talking to you, even though it might not be in their best interest in the long run. It's a tough spot to be in.

"Your employee can return to work at any time, even if this is before their fit note expires. They do not need to go back to their healthcare professional first”.

While the guidance states that your employee can head back to work before their fit note expires without revisiting their healthcare professional, we recommend not taking this advice at face value. If you have legitimate concerns that your employee might be returning too soon, it's still a wise move to seek prior medical reassurance. Your employees' well-being should always come first, after all.

When you doubt an employee's incapacity...

The guidance allows employers to challenge a fit note and request further assessment by a medical professional. However, there's a catch – the employee "cannot be required to provide further medical evidence beyond the fit note," so your request might not get you far. If, despite your efforts, you decide to stop paying statutory sick pay, hoping it will nudge the employee to return, be prepared for some paperwork.

In this case, the employee is entitled to receive a written statement explaining why their sick pay has been discontinued, and they can take this to HMRC for a determination of entitlement. While statutory sick pay isn't a fortune, going through this process is rarely worth the hassle. However, employers can consider doubts about an employee's medical fitness when assessing discretionary sick pay. But tread carefully – the practitioners issuing fit notes have undergone extensive training, and dismissing their advice because you think you know better is a bold move.

Feeling Overwhelmed? We've Got Answers!

Sickness absence can itself cause employer's a headache. What if you don't understand the GP's advice? Can you challenge a fit note? How do you handle any recommended reasonable adjustments? Unsure how to handle a return to work? Whatever the question, we can help! Drop us a message here to chat. ��✨

The ITV Friendship Disclosure Fiasco: A Real Drama Unfolds

Wed, 01 Nov 2023 11:10:41 GMT

ITV has decided to sprinkle some spice in the air on the leadup to Halloween. So what's the buzz?

In a recent twist of events, ITV has shaken up its internal policies by mandating employees to open up about their workplace friendships, whether they're the coffee-break chitchat kind or something a bit more Netflix-worthy. As the curtains rise on this bold move, let's dive into the backstage drama!

One ITV employee boldly described this rollout as "properly mad" and who could blame them?! While it might sound like a page ripped from a wild TV series, there's some reasoning behind it. Rumour has it that the inspiration for this shift comes from the infamous Phillip Schofield scandal, where questions swirled about who knew what and when. Some say it's just the tip of the iceberg, potentially leading to "office awkwardness," but we believe there's more drama to unfold – think discrimination claims, constructive dismissals, privacy concerns, budget blowouts, workplace grievances, let alone the embarrassment factor.

Let's talk definitions. Any policy that's going to be enforced should have clear-cut boundaries, right? So, how do we define "friendship"? Is it solely based on shared interests and hobbies, or is it more about the emotional connection that transcends workplace banter? Does having each other on speed dial for weekend movie nights count, or do we need something more profound to distinguish a friendship? And is it a matter of common goals and dreams, or does it manifest in the spontaneous coffee breaks and office pranks that only close-knit colleagues share?

And as always, friendship is a two-way street. Someone may think of one of their work colleagues as their bestie, but secretly, that work colleague would prefer watching grass grow. So, let's say the first colleague spills the beans to HR about their "friendship" status, but the second colleague remains tight-lipped. Does this now become the employer's quest to solve this friendship mystery? If the employer launches an investigation, what's the game plan? Misinterpreting popularity is a common blunder, and while it's unfortunate, it's not unlawful. If someone mistakes their co-worker's indifference for something more, there are already policies and legal avenues for addressing it.

So, is requiring the disclosure of friendships practical or even worth the trouble? Probably not. The employer would have little use for this information, and it's a classic misstep in the data protection principle – collecting data that's genuinely needed. But what about when those friendships take a romantic twist? Maybe there's some merit in seeking this information to prevent harassment or favouritism. In theory, yes, but in practice, it's a maze of complexities. Imagine a spectrum, from a drunken one-night stand both parties instantly regret to a full-blown affair between consenting adults. And somewhere in between, you've got countless shades of grey. Now, who declares this budding romance, and what if the involved parties can't agree? Declaring a tryst that one partner wants to erase from memory can quickly lead to a sexual harassment claim – a sticky situation given that the employer's policy practically asks for it.

From a privacy standpoint, this policy deals with the most sensitive of data, a goldmine for hackers or disgruntled employees. For this data to be useful, it has to be known by multiple members of the employee's management – evaluations, pay, promotions, and more. But this raises the question of who should make the initial declaration. And what about outdated information? If you drift apart from a friend over time, how will the policy ensure that the data remains current? Imagine the embarrassment of learning that HR knew about your "unfriending" before you did!

The final curtain - ITV's intentions might be honourable, but this policy seems like a high-stakes, low-reward gamble. Most importantly, if someone is willing to lie about their workplace relationship, no policy can change that. So, if your company has been wondering whether to introduce something similar...this is a simple one, just don't do it as nothing good can come of it!

Fresh Book Club - October

Mon, 02 Oct 2023 13:19:10 GMT

As its Menopause Awareness month, this month we 're reading "The Definitive Guide to the Perimenopause and Menopause " by Dr. Louise Newson

Menopause is a natural phase of life that all women will go through, yet it remains a topic shrouded in myths and taboos. Dr. Louise Newson, one of the UK's leading medical experts on menopause, has made it her mission to break down these barriers, educate women (and men), and transform lives. In her groundbreaking book, "The Definitive Guide to the Perimenopause and Menopause," Dr. Newson shares her wealth of knowledge and experience to empower women during this significant stage of life.

Dr. Louise Newson is no ordinary doctor; she is often referred to as the woman who "kick-started the menopause revolution" in the UK. With a career spanning both general practice and her own Newson Health menopause clinic, she has directly impacted the lives of countless women and their families. Her book serves as a culmination of her years of experience, research, and dedication to improving the quality of life for menopausal women.

In her book, Dr. Newson leaves no stone unturned, offering a comprehensive guide that equips women with the knowledge they need to navigate the perimenopause and menopause confidently. Here are some key areas covered within her guide:

The key facts about hormones
The essential guide to HRT
Navigating an early menopause
Exercising and the menopause
Eating for a better menopause
Taking care of your mental health during the menopause
Real case studies from women
Expert views from specialists Julia Samuel, Joe Wicks, Dr Rupy Aujla and many more

"The Definitive Guide to the Perimenopause and Menopause" is not just a book; it's a beacon of hope and empowerment for women. Dr. Louise Newson's comprehensive approach to menopause, backed by her expertise and research, ensures that readers are armed with the knowledge and tools to not just survive but thrive during this pivotal phase of life.

Menopause doesn't have to be a mystery or a source of anxiety. With the guidance provided by Dr. Newson, women can reclaim their power, nurture their well-being, and confidently face the changes that come with this natural transition. It's time to embrace menopause as a new chapter filled with possibilities, and this book is your roadmap to a healthier, happier future.

Menopause Awareness month - What can your studio do?

sarahb@freshseed.co.uk — Wed, 13 Sep 2023 14:14:01 GMT

Navigating Menopause Awareness Month: A Vital Conversation for Workplace Culture

As we celebrate Menopause Awareness Month, it's essential to shed light on a topic that we here at Fresh Seed talk about a lot with clients. Menopause is a natural phase in a woman's life, typically occurring between the ages of 45 and 55, yet it remains a somewhat taboo subject in many workplace settings. In this blog, we will explore the significance of Menopause Awareness Month and how it can positively impact workplace culture.

Understanding Menopause

Before delving into its impact on the workplace, let's take a moment to understand what menopause is. Menopause marks the end of a woman's reproductive years and is characterised by the end of menstruation. During this transition, hormonal changes can lead to a range of physical and emotional symptoms, such as hot flashes, night sweats, mood swings, and sleep disturbances.

The Significance of Menopause Awareness Month

Menopause Awareness Month, observed every October, serves several critical purposes:

Education: It provides a platform to educate both women and men about the physical and emotional changes that accompany menopause. This knowledge helps remove misconceptions and myths, fostering a more empathetic and supportive environment.
Destigmatisation: Menopause has long been stigmatised or considered a private matter. Menopause Awareness Month encourages open dialogue, reducing shame and isolation often felt by women going through this phase.
Health Awareness: It highlights the importance of health during menopause, emphasising that medical consultation and support are essential for managing symptoms and maintaining overall well-being.

The Impact on Workplace Culture

Now, let's turn our attention to how Menopause Awareness Month can affect workplace culture:

Increased Sensitivity: By acknowledging menopause as a legitimate health concern, organisations can foster a more sensitive and empathetic culture. This can lead to better understanding and support from colleagues and management.
Policy Changes: Menopause awareness can drive organisations to implement policies that cater to the unique needs of menopausal employees. This might include flexible working hours, access to wellness programs, or designated rest spaces.
Open Communication: Encouraging open conversations about menopause at work can help break down barriers and reduce embarrassment. Women should feel comfortable discussing their needs and symptoms with their supervisors and colleagues.
Training and Education: Employers can provide training and educational resources to help coworkers and managers better understand menopause. This can foster a more inclusive and accommodating work environment.
Health and Well-being Initiatives: Organisations can introduce wellness initiatives that target menopausal symptoms, such as stress-reduction programs, exercise classes, and access to counselling services.
Retaining Talent: Recognising the challenges women face during menopause and offering support can lead to better retention of experienced female employees, which can be a significant asset for any organisation.

Menopause Awareness Month is a crucial step towards creating a more inclusive and supportive workplace culture. If you'd like more information about our training, toolkits and policies around the menopause and any of our other training and materials please give us a shout at info@freshseed.co.uk, we'd love to help you manage this well.

The New Roblox Career Center: An Immersive Platform Where Dreams Meet Pixels

Wed, 13 Sep 2023 12:12:44 GMT

Roblox's Latest Gaming Feat: The Ultimate Virtual Career Centre

Imagine a world where you can peek behind the virtual curtain of one of the most innovative tech companies on the planet. Well, you don't have to imagine anymore because Roblox has done just that. They've opened up the Roblox Career Center - a virtual career centre right inside their gaming universe that's not just fun but also a game-changer for job seekers.

Traditional recruiting can be great (when done in the right way), but we all know it has limitations. There are also only so many universities and candidates that Roblox's recruiting team can visit or meet in person. The Roblox Career Center transcends borders, making it possible to connect with new or experienced talent from every corner of the globe. Say goodbye to the blandness of static recruiting methods, like web pages and video calls, and say hello to an interactive, immersive experience.

But wait, is the Roblox Career Centre just a glorified chatroom with recruiters I hear you ask....Nope! It's gamified! The more you interact with the features inside, the more points you earn to pimp out your Roblox avatar. You also get to rub elbows with NPCs (non-playable characters) modelled after real Roblox employees. So, it's like networking but with avatars and fewer awkward handshakes. I mean, what's not to love here?!

From a candidate's perspective it's like your regular career fair, but instead of trudging through the usual LinkedIn profiles and sending out a thousand uninspiring resumes, you get to immerse yourself in the pixelated paradise of Roblox. You can meet recruiters, learn about the company's history, the complex tech challenges they're tackling, the innovations they're brewing up, attend events, podcasts, have real conversations with Roblox employees and even get cosy at a Bubble Tea/Coffee (Boba) Café! It's like a backstage pass to the tech world's biggest show.

What makes it great is that this experience isn't just for tech pros with decades of experience. It's designed with newcomers in mind, people who grew up playing Roblox and now want to make it their playground for work. The Roblox Career Center showcases the platform in all its glory, making it easy for candidates to picture themselves there. On the flip side, if you're new to Roblox then they still have you covered - you can stroll over to the Innovation Lab, where you'll learn about their product roadmap and hear firsthand stories from their team.

What's more, in their Library, candidates can find a treasure trove of reading materials to prep for interviews. From the company's history to their interviewing philosophy, it's all there. And if feeling brave, you can take a dive into their problem-solving assessments. These tests level the playing field for all, regardless of background.

The whole experience here isn't just about finding a job, it's about experiencing the tech that Roblox is famous for. You can "touch and feel" the technology and understand what you might be working on. It's not just telling candidates about innovation - it's really giving them a front row seat to the show. And the best part...Roblox plans on holding interviews inside the platform itself. Imagine your avatar nervously shaking hands with a hiring manager's avatar. It really is a whole new level of immersive hiring that's making waves. In a short time since its launch in August, the Roblox Centre has attracted over 180,000 visitors - that's a lot of people discovering the fun side of job hunting!

We're pretty excited about what this means for the future of recruitment in the gaming industry! Roblox's Career Center is not just a game-changer for them; it's a beacon lighting up the path for the entire gaming world. Imagine a future where candidates don't just send in resumes and hope for the best. Instead, they dive into the virtual worlds of their dream employers, experience their culture, and showcase their skills in an immersive and interactive environment. This is more than a leap forward; it's a quantum jump in how we'll discover and connect with talent in the gaming realm. ��

Interested to see how it's done? Check out Roblox's Career Centre here .

Navigating the Global Talent Horizon: An Employer's Guide to Overseas Remote Working

Tue, 12 Sep 2023 14:48:30 GMT

Remember those days when "office" used to be synonymous with a physical building, and "remote work" was just a dreamy concept? Well, it's safe to say that the COVID-19 pandemic not only turned our world upside down but also shook up the traditional office setup like a snow globe in a toddler's hands.

Working from your favorite beach in Bali, or from a cozy cabin in the Swiss Alps is fast becoming the new norm in our working world thanks to the rise of "satellite" working where employees can be on one side of the world while their employer's HQ sits comfortably in another. It's a trend that's not only surviving but thriving.

So what's making overseas remote working so popular with employers?

First up, we have the talent wars - a high-stakes game of attracting and retaining the best and brightest minds. With remote work now a legit option, employees aren't just settling for office cubicles—they're searching for flexibility and work-life balance. Some companies have realised that if they didn't jump on the overseas remote work bandwagon, they'd be waving goodbye to top talent. So, they opened their virtual doors to employees from around the world, casting a wider net in the talent pool.

Next, let's talk about businesses looking to conquer new territories. The pandemic turbocharged technological advancements, paving the way for companies to expand into new markets without breaking a sweat. Enter new business models like Professional Employer Organisations (PEOs) and Employers of Record (EORs) - not just fancy acronyms but the secret sauce behind global expansion.

Instead of dealing with the complexities of setting up shop in a foreign land, companies are partnering with PEOs and EORs, which help them hire and manage employees in different countries. Think of it as a matchmaking service for businesses and global talent.

If you're a business with employees scattered across the globe, or you're planning to be, you might be wondering about the legal nitty-gritty of it all... and there's quite a bit to consider here. I've condensed it down as I don't want to bore you to tears, so here are the 5 main areas you'll need to give some solid thinking time to. Bear in mind that depending on the country an employee is based in or moves to there will be different considerations.

1) Employment Rights

When your employees jet off to another country to work, they might stumble upon a goldmine of generous employment rights they didn't have back home. And guess what? You, as the business, might find yourself tangled in a web of obligations outside your usual jurisdiction. Same goes for employees who already live in another country - they'll have employment rights that you probably won't be familiar with so it's important to be able to navigate these effectively.

This isn't just about the employee's terms and conditions; it's also about the potential costs and obligations when the working relationship reaches its end. So, before you embark on this global adventure, be sure to check the employment landscape of the destination in mind.��

2) Tax, Social Security & Currency

This is where things can get a bit tricky. The implications of getting it wrong in this department can be as punishing as a slap on the wrist from the tax authorities. You'll need a thorough risk assessment that covers payroll obligations, local tax and social security registrations, employer and employee liabilities, double taxation relief, and considerations about establishing a permanent presence in the new territory. And let's not overlook the money matters here – which currency will be flowing into your employee's bank account? It's not just about numbers; it's about the nitty-gritty of international payments, exchange rates, and all that financial jazz. Better safe than sorry, right? ��

3) Labour Leasing Laws

Ever heard of labour leasing laws? No? Well, they can be a real buzzkill for your global dreams. Here's the deal: If you're employing someone in one country but they're practically working for the benefit of your business in another country, you might just find yourself in hot water. Some places have strict regulations on labor leasing, and penalties for non-compliance can sting like a bee.

So, if your employees are on a cross-border work adventure, make sure you're not unintentionally breaking any labor leasing laws along the way. ��️��

4) Deciphering the Posted Workers Directive

The Posted Workers Directive is like a riddle wrapped in an enigma. It applies when a business in one EEA (European Economic Area) country sends a worker to another EEA country for a limited period. This could be assignments, secondments, or intra-group transfers.

"Posted workers" are entitled to certain minimum terms and conditions in line with those in the country they're posted to. This means you'll need to navigate administrative and registration requirements, and some countries have even extended these obligations to all posted workers, regardless of where they're coming from. Stay sharp and read up on the specifics before you send your team on a European adventure. ��️‍♂️��

5) Immigration, the Final Frontier

Last but not least, we have immigration. Can your employees live and work remotely in their chosen countries legally? In most places, remote work for an overseas entity is only allowed if the individual is a citizen of the host country or holds the necessary work visa. So, before you send your team off to their dream destinations, make sure they have the proper paperwork in place.��

This is just a whirlwind tour of the key considerations when embarking on an overseas remote work journey and there may well be several other angles you need to consider depending on the country in question that your employee(s) will be based out of.

Thinking about bringing in some global talent for your remote team? We've got your back, no matter how unique your situation is. Let's have a chat and get you all the info you need to consider. Do remember, we're not lawyers, so if you're already in the depths of things and need legal assistance, then make sure you get this pronto! Drop us an email at info@freshseed.co.uk for more info on how we can help. ��✨��

Fresh Book Club - September

Tue, 05 Sep 2023 13:39:22 GMT

This month we're reading " You’re Not Listening: What You’re Missing and Why It Matters " by Kate Brown

This month's book club read goes hand in hand with our blog post "Are you really listening", (which by the way, if you haven't yet read it, can be accessed here !)

When was the last time you really engaged in a meaningful conversation, where both you and the other person truly connected through listening? In today's fast-paced world, filled with constant noise and digital distractions, it often feels like we've forgotten the art of listening. This book has the power to revolutionise the way you communicate.

In "You're Not Listening: What You're Missing and Why It Matters," author Kate Murphy, a contributor to The New York Times, delves into the critical importance of listening in our lives. Drawing from a wide array of conversations with individuals ranging from priests to CIA interrogators, focus group moderators to bartenders, and even her own great-great aunt to her friend's toddler, Murphy illustrates how effective listening can bridge gaps and foster true connections.

Listening is a skill that goes beyond simply hearing words—it's about curiosity, patience, and asking the right questions in the right way. Surprisingly, some of the best listeners are found in the unlikeliest of places, like improvisational comedians and con artists. Meanwhile, some of the most intelligent people can struggle with this essential skill.

However, "You're Not Listening" reminds us that listening can be cultivated and refined. It holds the potential to transform our relationships, enhance our self-awareness, boost creativity, and contribute to our overall happiness. While it may require effort, this book teaches us that the ability to listen deeply and empathetically is a skill worth mastering.

In a world where we all yearn to be understood and to understand others better, "You're Not Listening" serves as a valuable guide to unlock the power of genuine communication and connection.

Preserving Magic in the Games Industry: Why We Never Kill a Studio's Spark

Tue, 05 Sep 2023 12:20:57 GMT

The world of game development is nothing short of magical. It's a realm where creativity knows no bounds, where dreams are turned into interactive experiences, and where innovation constantly pushes the boundaries of what's possible. At Fresh Seed, our mission here is clear: to empower studios, big and small, to thrive while preserving the unique magic that sets them apart. We firmly believe that the essence of each studio lies in its distinctiveness, and we never want to see that magic extinguished.

To truly understand how we work, you need to know that we're not your typical corporate HR consultants. We're down-to-earth, approachable, and we speak your language. We get it – the games industry has its own unique culture, jargon, and challenges. We immerse ourselves in your world, so we can offer solutions that resonate with your studio's spirit.

At the heart of our consultancy is a commitment to the human side of the industry. We understand that behind every line of code, every concept art piece, and every epic boss battle, there are passionate and talented individuals. Our approach is rooted in organisational psychology, enabling us to connect with your team on a personal level. We recognise that a studio is more than just its projects; it's a community of people with their dreams, quirks, and aspirations.

One of the things that truly sets us apart is our unwavering commitment to preserving the magic within each studio. We firmly believe that the unique ways and idiosyncrasies of our clients are the pieces that make their studios extraordinary. We treasure these elements and, rather than trying to change them, we enhance them. Here's how we do it:

Collaborative Partnership

We don't come in as outsiders dictating policies. Instead, we collaborate closely with our clients, listening to their visions and goals and giving them the tools and education they require to get the best from their people. So, whether you're a small indie studio just starting out or a well-established giant in the industry, we're there to partner with you at every step.

Customised Solutions

We don't believe in one-size-fits-all solutions. We take the time to understand your studio's unique culture, needs and what your magic areas are! Our strategies are tailor-made to amplify your strengths and address your challenges while preserving your core identity.

Guidance, Not Control

Our role is to provide guidance, best practice and help you enhance what you already have, not take control of the reigns! We assist small indies with getting the basics right to enable them to hire, grow and develop their teams in the best way, while helping larger studios refine their organisational strategies, provide strengths profiling, culture audits, coaching and training. We never impose change for change's sake, but rather help you align your practices with your vision to help you achieve your goals.

Coaching & Training

Through coaching and training, we empower your teams to excel. We identify areas where your studio can grow and provide the necessary tools and skills, all while nurturing the essence that makes you unique.

In the world of game development, the magic lies not only in the games themselves but also in the studios that create them. As a people and culture consultancy for the games industry, our mission is to ensure that the spark, the uniqueness, and the enchantment of each studio remain untouched. We don't kill a studio's magic; we help it shine brighter.

So, whether you're a fresh indie studio eager to embark on your journey or a seasoned game developer seeking new horizons, remember that your magic is your greatest asset. And we're here to ensure it remains an integral part of your studio's story, every step of the way. We can help you to continue to create gaming experiences that captivate and inspire the world whether that be in the form of our retainer, specific project work or training/coaching.

Interested to hear more about how we can help? Drop us a message at info@freshseed.co.uk and we'll look forward to having a chat with you��

Are you really listening?

sarahb@freshseed.co.uk — Mon, 04 Sep 2023 10:56:11 GMT

When was the last time you gave someone your full attention and heard what they had to say without the sense that you needed to jump in with your own contribution or solve their problem? The skill of hearing seems to be a rarity these days; the art of listening to someone who is often processing as they talk, seems to have lost its space in our fast paced world. But it has a very important role in our world and most especially in leadership or line manager skillsets.

Its widely understood that many people dislike managing people, many actively avoid it throughout their careers. You'd be right in wondering, if we're going way off topic here and writing two blogs in one but we haven't, we know there is a direct relation between managing people and listening well and it is this we essential skill, we feel that leads people to fear managing others the most.

Managing others relies on you being able to spin multiple plates all at the same time; driving the business needs forward, whilst ensuring you're managing the wellbeing and performance of your team. That in itself is quite the task. Yet at the heart of the team performance is an implicit understanding of what they are delivering and how they are achieving it, as well as an awareness of any challenges they may have in their work or personal lives that may prevent them from achieving in your studio, so being able to ask questions that provide you insights is vital but curiously undervalued.

Removing ourselves from the workplace for a moment, if you play tennis with a friend you expect them to know a few basics: they know the rules of the game, have the right equipment and are well enough to play. If any of those components aren't there, you may ask "why did you agree to play". And beyond the "it sounded like fun" you'd probably help them achieve the things they need to play again another time. At the heart of that conversation many things are happening; a need to solve the you agreed to play thing, but also listening. A true moment of connection where you agree that perhaps tennis wasn't their thing, or next time there will be an improvement in one of the other components that might have been missing. And if the game was played a break down, perhaps, of why it went well.

Naturally this is a simplified metaphor for the workplace and no matter what the scenario you face as leaders, a key component is knowing, rather than solving, where your team is at. And that involves listening openly. Often with the pressures of a busy workload we don't listen but its fundamental to the individuals thriving. So how do you do it well?

Clear your diary of distractions, so you can show you are giving real time to that individual.
Switch off notifications, beeps and buzzes on devices so time isn't interrupted.
Try to make discussions private where you can, so that you can do all the above but also to ensure privacy is taken care of, because discussions of any nature should always respect all parties privacy.
But if it's a chat in an open environment, always try to give the other party your undivided attention at the very least - sometimes in studio chats happen that need attention. If you can't take it to somewhere private then be sure to listen with intention and, if you need to continue it beyond that chat, arrange for it to happen privately.
Listen to the other person, without trying to interrupt. Ask questions that open conversation such as, "I noticed that you seem to be struggling with...what would help you" "I thought today, you were having a tough day, what would make it easier for you?" "I sense you and Pete aren't getting on so well at the moment, what would help you here?" This way you're creating a non judgemental environment and equally opening the space to hear what the other is feeling, or experiencing.
Don't impose your own thoughts, feelings, experiences onto the other party. Hold the space for them to explore their thoughts and feelings but avoid jumping in with a solution or a comment until they've finished processing what they have to say. Its fine to interject from time to time with something that clarifies their thoughts or time box the conversation, i.e. "I'm happy to talk but I don't have long, if you need longer we can continue at another time" but save your views or solutions.
You can ask the other party, "would you like to hear what I think?" Or, "would you like a solution or are you just exploring what you think about this" otherwise understand this is really about the other party airing their concerns or processing their thoughts.
And finally, if someone repeatedly responds to situations in work in a similar way saying something to them about your observations can be helpful "I notice you often seem frustrated when talking to Helen, is there something that would change that".
Understand your policies around appropriate behaviours at work and things like your EAP services or Private Medical Healthcare to enable you to signpost people to get help. You're not going to call a Dr for them but you could suggest they may need that help or where someone is overstepping a boundary, you will know what to do to activate any mechanisms to prevent issues growing bigger.

The essence of these conversations is to allow you to probe gently to get people to respond in an adult fashion to work, it allows you to create a safe environment for all things, good and bad to be shared but also it allows you to keep a close eye on issues and patterns to help move them along.

If you'd like training on active listening skills please drop us a line to info@freshseed.co.uk and we will happily talk to you about this and other training that might be relevant for line managers, like respect at work and managing tricky conversations.

Fresh Book Club - August

Wed, 02 Aug 2023 15:37:18 GMT

This month we're reading "Dare to Lead" by Brené Brown

"Dare to Lead" by Brené Brown is like a shot of courage for aspiring leaders. It throws conventional leadership advice out the window and tells you to embrace vulnerability like a superhero cape. Brown's all about being your real self and creating a trust-filled culture. It's like leadership therapy in a book, teaching you to have those awkward convos and set boundaries like a boss.

She's not reinventing the wheel here, but she spices it up with practical exercises and quirky stories. The book doesn't just preach; it's got the tools to make you a daring leader. Brown's all for diversity and inclusion too, making sure everyone feels valued in your team.

So if you want to step up your leadership game, give "Dare to Lead" a whirl. It's like having Brené Brown as your wingman, cheering you on to be the bold and authentic leader you were born to be. Time to unleash your inner leader! ��‍♀️��

Transactional Problem Solving - Why We're Educators, Not Firefighters!

Wed, 02 Aug 2023 14:51:17 GMT

People problems - every company has them. But it's how you handle them that matters. So let us tell you why we're not here to simply fight fires....

It's often easy for clients to see a HR function or consultancy as the ones to put out their fires when people problems arise. At Fresh Seed, although we are here to help our clients put out fires wherever needed, for us it's more about the education in order to prevent problems from arising in the first place and giving you the tools you need to be able to navigate challenges yourselves.

�� Tailored Solutions for Your Studio: We understand that every gaming studio has its own distinct culture and challenges. Our educational approach allows us to listen, learn, and tailor solutions that align with your studio's specific goals and values. No cookie-cutter strategies here!

�� Empowering You to Tackle Challenges: We firmly believe that you, as managers and directors, play a vital role in shaping the studio's culture and success. Our role as educators is to equip you with the necessary knowledge and skills to handle people and culture matters effectively. Together, we'll build a strong and self-reliant foundation within your studio where you're able to identify concerns and problems before they escalate and know how to effectively handle them!

�� Collaborative Partnerships: At our core, we believe in fostering collaborative partnerships with our clients. We see ourselves as allies, working alongside you to tackle challenges, share insights, and collectively drive positive change within your studio. Unity is strength! This is however a two way street - we need your input as much as you need ours. If we don't have the information we need from you, we can't help you to grow and succeed.

�� Nurturing a Culture of Innovation: With the gaming industry being known for its creativity and innovation, we embrace that spirit in our approach to our people & culture solutions. Our methods encourage thinking outside the box and exploring new approaches to address people and culture matters. We want to help you create a vibrant studio culture that sets you apart.

�� Building Lasting HR Resilience: Just like your favorite gaming characters, resilience is a crucial attribute for your studio's success. Our focus is on building resilience that withstands the test of time. We empower you to face challenges with confidence and adaptability, ensuring your studio thrives in the face of adversity.

In summary, we don't swoop in to put out fires; instead, we walk beside you, providing guidance and expertise to foster a healthy and thriving work environment. Our approach aims to create lasting solutions that benefit your studio in the long run.

So, whether you're a well-established gaming studio or a budding indie developer, our dedication to being educators remains unwavering. Our goal is to help your studio unlock its full potential, creating an inclusive and innovative culture that attracts top talent and drives success.

Reach out to us using the form below if you're interested in learning more about our ways of working or want to explore how we can collaborate to elevate your studio's people and culture strategies! ��

Female health - an issue that's been hiding in plain sight for years.

sarahb@freshseed.co.uk — Tue, 01 Aug 2023 15:22:44 GMT

How can your studio support women and those assigned female at birth, through female friendly policies?

In July 2023 we ran an roundtable at Develop:Brighton about managing female health and the menopause in studios. The session was resoundingly well received. But for me it was bittersweet. How are we only just beginning to discuss these issues in workplaces now, when in my working life I've heard the stories of many women or those assigned female at birth affected by health issues that only they will suffer? It's so positive that Develop:Brighton was willing to put this session on their agenda but in our world we've seen the direct impact of not recognising the need to support females and those assigned female at birth, with effective policies and adjustments. We wonder is this one of the reasons we have a low female representation in the industry?

Where bias hides .

Bias in women's health, it seems, is not just limited to workplaces, it presents itself in health research too. Until only recently investment into female health research post menopausal stage was woefully underfunded leading to a huge gap in knowledge around how the menopause affects long term health, including the link between the menopause and dementia, Alzheimers and heart disease. Yet these conditions are some of the biggest killers of women across the UK.

And it doesn't stop there, it is only through the awareness raising of people like Dr Louise Newson and Davina McCall that we've begun to discover the link between the peri-menopause and mental health. Until their knowledge sharing began, women, or those assigned female at birth were often mis-medicated through the GP service and prescribed anti-depressants when in fact they needed HRT.

Although the menopause and peri-menopause are hugely topical at the moment there are many issues that women, or those assigned female at birth, have suffered in silence with, yet have triggered many work place issues including overuse of sickness absence and emergency leave and it's here we want to highlight some of those issues and give you some tips to manage it well.

As businesses, we employ people to help us deliver on our work demands, and naturally we want a return on that investment. But life happens, and inevitably things crop up that affect someone's ability to work from time to time. For women that picture can vary vastly and go far beyond life happens into patterns and challenges around their health that are simply life changing.

Before the menopause

Let's start with the menstrual cycle. A monthly occurrence which for many slips by unremarkably and yet for a few can be fully debilitating. They don't choose that option, its not an elected pain but it can cause catastrophic symptoms for some, wiping them out with intense pain, migraines or mental health issues. This is a condition known as Premenstrual Dysphoric Disorder and for those affected there will be weeks where they are simply too ill to function beyond their symptoms. Imagine that, each month you're struck by something beyond your control that literally consumes you with pain and mental ill-health.

Other issues that can be just, or more debilitating, are conditions like polycystic ovary syndrome or endometriosis. These conditions are not only severely painful but can lead to issues with fertility. Women or those assigned female at birth, can find these health problems intensely demanding on their physical wellbeing and yet they're expected to attend work as if all is normal.

All female health conditions like those listed are at their extreme life changing, often for a short period of time but nonetheless need care and support from the health system. This requires time to attend appointments and adaptions to their working patterns. Women often just get on with it and try to make adaptations but are these issues leading to the talent drain and skills crisis with women in the industry? We believe they are and with better understanding about these issues and so many more - we haven't mentioned IVF - you could be creating workplaces and studios that attract more women, or those assigned female at birth, by merely making some small and yet easy to manage changes.

So what can you do?

Firstly, find out through gentle and compassionate discussion with your female members of staff what they are managing with their health. There are ways to do this if conversations are not forthcoming with information; health forms can be a great way to get information. Or annual surveys that gather up-to-date info on people around health, changes to addresses, phone numbers etc. Remember its not compulsory to share but if you create a safe space to talk and discuss, you will be far more likely to find out what's going on.

Next, look for patterns. Sometimes issues lurk in the corners of frequently used sickness absence, or emergency leave. When you see this happen its a great way to open a conversation with others and find out what's happening. These aren't just conversations for line managers or leads to be having, if you see a colleague is struggling don't be afraid to ask if they need anything to help.

Create ambassadors and champions, ensuring there's knowledge sharing across teams and leaders. That way when people struggle you'll have knowledge at your finger tips to help you navigate the issues.

Learn yourself. This isn't something that sits with HR and it is your job to know something about these problems because you will know someone it's affecting who may be suffering in silence.

Ask us for help .

We know that life happens to everyone, not just the females amongst us, so we've developed a great policy you may wish to purchase or one of our toolkits. If you'd like any information on any of the above then get in touch and we'll be happy to help.

At Fresh Seed our entire ethos is to help clients and studios understand how to manage people well. People first is at the heart of what we do. And teaching or helping clients manage issues like this through up-to-date info is really important so if you'd like to know more about our training or would like us to come and share our knowledge with your whole studio, then get in touch at info@freshseed.co.uk

Remote working - how to make it work for you.

sarahb@freshseed.co.uk — Tue, 01 Aug 2023 10:30:40 GMT

Remote working - is it still working for us?

With the worst days of the pandemic behind us and the essential need to work remotely a thing of the past, many workplaces and studios are resisting returning to a permanent workspace and have opted to keep remote working as their permanent model. If you're one of those studios, what do you need to know to keep your people engaged and identify well-being issues.

Communication doesn't come naturally to everyone and some organisations are struggling to maintain connection in this remote world, so how can you avoid the communication gap?

Good communication is key to remote working, and keeping up to date with everyone is really important, not just from a project point of view but from a well-being point of view. The picture varies here around ways to manage this with some studios hiring welfare managers and others adopting a daily check in for your team and a regular whole business meeting online, to keep you all in the loop with who works in which areas of the business.

Team leads understanding the milestones and demands to keep the project moving are vital. Often leads are working hard to get the detail right but don't always understand the bigger picture - a little overview of that from time to time will really help with decision making on the ground.

Line management skills are essential here. Good line management is a learnt skill and is there to support their team to thrive at work. In a remote world where you're not having the same social connections and interactions, line managers are prone to making decisions on what they think rather than decisions being made with a wider, evidence based view. When judgements are made in this way it inevitably causes issues, and frictions. Decision making must be made with both the game project plan in mind, and a view about who is doing what and why. Moving people around, for example, because you think they'd be useful elsewhere can affect team engagement but equally may disrupt the development elsewhere. Line managers should have an understanding about how well someone is doing at work and what, if anything, is preventing that individual from thriving. If there are measures the business can take to support an employee who may be struggling, the line manager should be the one to initiate that support with their team member. Looking after everyone is key and when you don't know what's happening issues will fizzle and grow.

Structures still need to be developed and kept to. No matter the stage of your game, without a clear understanding of the skills needed to complete the game and the paths for those roles to grow in, you'll easily fall into the trap of promoting those who you talk to most regularly. This isn't fair and could open you up to discrimination claims and cause all manner of issues that delay your game from shipping. Working with an HR professional to understand what this looks like will pay you dividends across the whole culture of your studio.

Laying and enforcing boundaries around working times is essential. It's so easy to keep working in a remote world, to never switch off and indulge yourself in long hours. But no matter what, that's not healthy for anyone, and quickly leads to burnout. Its a culture wide thing to encourage everyone to switch off, so talk about what you're doing outside of work, when you're off to get the kids from school, what you do at the weekend and leave loudly. When you take a break, this will ripple across everyone and you'll see that others talk about their lives beyond the game. Better still you'll see the game is made at a far higher quality and that's the dream, right?

But what about the actual needs on a day to day basis for your team?

Well, it's good practice to ensure they have the right equipment and certainly, where you can, providing a contribution towards the cost of bills & equipment is suggested.

If you can do regular in person meet ups, that also creates social structures and relationships in a different way to the remote world and can be really powerful for working relationships and engagement. But do a poll to find out who would like to do what, and ensure everyone is included in the decisions, don't select only a few people to get the rewards.

Remote working can be really successful, and done well teams can really thrive but generally speaking we are social creatures (albeit some less than others) so it's really important that we create those social dynamics in the workplace to ensure that the culture is inherently understood and that people feel safe to call out issues and share in the positive connection of your studio. Whilst happiness may seem glib, in fact we know that positivity creates far more resilience and helps us navigate uncertainty* (Uncertainty experts: Sam Conniff and Katherine Templar-Lewis) with much more potency so encouraging your teams to be well, communicate effectively and work within reasonable hours is an investment in the long term future of your studio.

People changes, do you have the time?

sarahb@freshseed.co.uk — Tue, 04 Jul 2023 12:31:54 GMT

Workplace structures take time to build

It's not unusual for us to work with clients who initially believed that running their studio or organisation would just happen and that managing people wouldn't become a priority because they were all mates so it was just going to be about a group of friends working together on the same game. However, by the time they talk to us they're usually taken aback and surprised by how drained of time and energy people managing really is. Having thrown a team together its almost a surprise to realise that it hasn't quite gone to plan.

Structure isn't formal and doesn't need to be, but it provides stability and avoids uncertainty. When employees are dealing with too much uncertainty and a clear lack of direction or information, they will create their own narrative and that's often a source of much misinformation and overthinking on their part. What you need with a workforce is a plan; what are you working on, what are the milestones and what are the skills you need to complete the work. It seems simple but in fact, amongst the talent wars and shortages of skills you need to be really well thought through when it comes to that workforce plan.

And equally you need to know who will manage and how. Line management needs knowledge and skills, that are often expected to magically be known. Trust us, theres a regular set of training we use with organisations for line managers who are bewildered by the whole people management experience until they work with us.

We always suggest that you start with finding out how people feel and what they are seeking. Your role is not to solve these issues, but to simply listen or observe. Once you have a strong overview of how many people want these changes you can make a decision based on both the organisations financial wellbeing but also how these changes will improve performance.

The four day working week is something that is currently being talked about a lot, but do you really understand the implications for this kind of change. Any change takes planning and consideration about how it will work practically. Feedback mechanisms are really powerful but also a thorough overview and understanding of the business implications should be done. Not everyone will adapt well to a change like this, because for some work is their sanity. But equally can you deliver in a four day week what you can in a five? Some businesses are adopting a four day week over a five day working principle still (i.e. the teams are in for different four day weeks) but this takes planning and careful understanding of the nuances of your business. And when you're busy running the ship, do you have time to do this too?

We set up our retainer packages to make that conversation easier for small businesses, so they can either simply have access to our guidance as a leadership team or the whole wider organisation can talk to us too. By giving us this access it's amazing what we see with clients that they were simply unaware was leading to the challenges they experience.

We are here to help you understand and navigate all changes or workplace structures and our services are simple for you to set up so we can get the ball rolling as soon as you've given us the green light. If you'd like information on our retainer get in touch here.

Unconscious bias

sarahb@freshseed.co.uk — Tue, 04 Jul 2023 08:49:29 GMT

Unconscious Bias: Unravelling the Hidden Influences on Our Perception

Unconscious bias is an inherent part of being human, referring to the mental shortcuts that shape our thoughts, attitudes, and behaviours, all without our conscious awareness. These biases are deeply ingrained, forming our heuristics which affect our perceptions and decisions, impacting various aspects of our lives, from education, employment, and social interactions. In this blog post, we will explore the concept of unconscious bias, its origins, and its consequences, and discuss strategies to mitigate its effects.

Understanding Unconscious Bias:

Unconscious bias is a product of our brain's tendency to take mental shortcuts and categorise information based on limited cues. These biases are influenced by the world around us and our influences throughout our lives but it's our early childhood where those heuristic patterns begin and upon which we build to make decisions consciously and unconsciously. While they help us navigate the complexities of the world, they can also lead to unfair judgments and perpetuate stereotypes which, when left unchecked can be harmful to others. So are your unconscious biases still serving you? Can you recognise patterns in the following that may be unhealthy?

To understand if they are helpful, its best to understand the biases we have in play at any one time. There are various types of unconscious biases that affect our perceptions and we can be using more than one at any one time.

Implicit Association Bias: This bias occurs when we unconsciously associate certain attributes with particular groups. For instance, assuming that women are more nurturing or that certain ethnicities are more prone to criminal behaviour.

Confirmation Bias: This bias leads us to seek information that confirms our pre-existing beliefs while disregarding or downplaying evidence that contradicts them. It can hinder open-mindedness and impede critical thinking.

Halo Effect: The halo effect occurs when we form a positive impression of someone based on one prominent characteristic, such as physical attractiveness or professional success, leading us to overlook their other traits or shortcomings.

Horns Effect: The horn effect is the opposite of Halo and occurs when we form a negative impression of someone based on a negative interaction. This could be where you've heard messages like "all red headed people are feisty" and therefore influences your thinking to believe all red headed people can be hot headed.

Impact of Unconscious Bias:

Unconscious bias can have far-reaching consequences in the actions we take, but where we see them at play most commonly is in the workplace.

Workplace: Biases in hiring, promotion, and performance evaluations can perpetuate inequality and hinder diversity and inclusion efforts. Unconscious biases may influence who gets opportunities and who is overlooked and where you may be making decisions about another in a prejudiced way.

While unconscious biases are deeply ingrained, it is possible to mitigate their impact through services and programmes like training & workshops that help individuals learn about their biases and the consequences. And the work we do as individuals to really understand ourselves at a deeper level. Who are we, do we challenge ourselves to seek diverse perspectives, do we challenge our thinking around bias once we recognise them. Do we cultivate diverse environments or do we simply reach for a culture fit not a culture add. Challenging our own thinking is key to creating less bias in our decisions and that's pivotal to being less biased in our behaviours and fostering more inclusive cultures.

Unconscious bias is a universal phenomenon that affects us all. By acknowledging its existence and understanding its impact, we can take steps to mitigate its effects and create a more equitable society. Combating unconscious bias requires individual introspection, education, and collective efforts to build inclusive environments. Together, we can strive to recognise and challenge our biases, fostering a more just and accepting world for everyone.

If you'd like to know more about our training, workshops or indeed our culture audit that will truly show you how diverse and happy your employees are get in touch here for more information.

Fresh Book Club - July

Tue, 04 Jul 2023 08:44:54 GMT

This month we've changed things up and are highlighting an interesting article:

"What is ‘open hiring’ and could it work for your business?"

By Frances Hedges @ Harpers Bazaar

In today's world, where diversity, inclusion, and social responsibility are gaining increasing importance, innovative approaches to hiring are emerging. One such concept is 'open hiring.' You may have heard about it, but what exactly is open hiring, and could it be a game-changer for your business?

An interesting article on this is provided by Harpers Bazaar and can be accessed here

Our thoughts.....

What is Open Hiring?

Open hiring is a hiring practice that focuses on providing employment opportunities to individuals without traditional job application processes, such as background checks, interviews, or resume screening. It operates on the principle of giving everyone a fair chance at employment, regardless of their background, employment history, or personal circumstances. Some companies adopt the approach of offering the role to the first candidate who applies, subject to proof of right to work and answering some basic qualifying questions.

The Core Principles:

Open hiring is rooted in several core principles that set it apart from traditional hiring methods:

1. No Barriers: Open hiring eliminates barriers that often exclude individuals from the job market, such as criminal records, lack of education, or employment gaps.

2. Trust-Based: Employers place trust in candidates, believing that everyone deserves a chance to prove their worth. The focus shifts from a candidate's past to their potential.

3. Skill Development: Open hiring need to be coupled with training and support programs to help employees acquire the necessary skills for the job, creating a pathway for personal and professional growth.

The Benefits of Open Hiring:

Implementing open hiring in your business can bring a range of benefits:

1. Diversity and Inclusion: Open hiring promotes diversity and inclusivity by providing opportunities to individuals who may face systemic barriers in traditional hiring processes.

2. Social Impact: By offering employment opportunities to marginalized individuals, businesses contribute to social change and economic empowerment.

3. Employee Loyalty and Engagement: Open hiring fosters a sense of loyalty and gratitude among employees, leading to increased job satisfaction and commitment.

4. Simplified Hiring Process: Without the need for extensive screening and interviews, open hiring simplifies the hiring process, saving time and resources.

Considerations for Implementing Open Hiring:

While open hiring holds promise, it's essential to consider a few factors before adopting it for your business:

1. Job Fit: Assess whether open hiring is suitable for the positions you're hiring for. Some roles may require specific qualifications or skills that may not align with the open hiring model.

2. Training and Support: Implement a robust training and support program to ensure employees receive the necessary skills and guidance for success.

3. Company Culture: Evaluate your company culture and determine if it aligns with the principles of open hiring. Open communication, empathy, and inclusivity are key to creating an environment where all employees can thrive.

4. Partnerships: Collaborate with organizations or community groups that can provide support in training, mentorship, and resources for successful open hiring implementation.

Conclusion:

Open hiring offers an alternative approach to traditional hiring methods, focusing on inclusivity, diversity, and trust. While it may not be suitable for every business or position, adopting open hiring can bring about positive social impact, employee engagement, and a simplified hiring process.

Consider the unique dynamics of your business, explore the potential benefits, and weigh them against your specific hiring needs. By embracing innovative practices like open hiring, you can play a role in creating a more inclusive and equitable job market while fostering a workforce that thrives on diversity and opportunity.

So, could open hiring work for your business? Take a closer look, challenge the norms, and let the principles of inclusivity guide your decision-making process. Remember, a world of untapped talent awaits—a world where everyone gets a fair shot at fulfilling their potential. Will you be a part of it?

Do you have any books that you think would be great for sharing? Let us know - info@freshseed.co.uk We may even share it next month!

Should you be jumping on the Trans Equality Policy bandwagon?

Fri, 30 Jun 2023 14:19:25 GMT

Today, we're diving into a hot topic that's been creating some waves during Pride month - trans equality policies and LGBTQIA+ inclusion. Should your business join in and embrace the rainbow? Let's find out!

In the spirit of Pride, it's disheartening to witness certain companies engaging in what can only be described as "rainbow-washing." These organisations jump on the bandwagon during Pride Month, putting up a façade of celebration that is more about appearances than genuine inclusivity and education. It's crucial to acknowledge this issue and highlight the importance of employers directing their attention to year-round efforts that foster inclusivity, rather than settling for a mere token display once a year.

Imagine this: your workplace becomes a haven where everyone, regardless of their gender identity or sexual orientation, can thrive. It's not just about following trends; it's about creating an inclusive and supportive environment for all. That's the essence of trans equality policies and LGBTQIA+ inclusion.

You may be wondering what's in it for your business - do you really need yet another policy to add to your deck when you already have an ED&I one in place? (fingers crossed you do anyway!)

Well, here's the deal: embracing trans equality and LGBTQIA+ inclusion can be a game-changer. By implementing policies that explicitly support trans employees and the broader LGBTQIA+ community, you send a powerful message. You're saying, "Hey, we see you, we value you, and we're committed to fostering diversity and inclusivity."

Inclusivity is like a secret weapon that attracts talent. By showcasing your commitment to trans equality and LGBTQIA+ inclusion, you'll draw in a broader pool of talented individuals who feel respected and valued. It's like adding a splash of uniqueness to your employer branding—it sets you apart from the competition.

And let's not forget about the positive impact on team dynamics. When you create an environment where everyone can be their authentic selves, magic happens. Trust builds, collaboration flourishes, and productivity soars. It's like adding a sprinkle of stardust to your company culture.

Before you dive headfirst into the realm of trans equality policies and LGBTQIA+ inclusion, it's essential to approach it with thoughtfulness and a holistic mindset. While a trans equality policy alone may address the unique experiences of transgender individuals, think about adopting a broader LGBTQIA+ inclusion approach. By actively involving diverse voices and promoting an inclusive culture, you can create an environment where all members of the LGBTQIA+ community feel supported and valued and no one feels left out.

To ensure the policy's effectiveness, it's beneficial to actively involve members of the LGBTQIA+ community and organisations that advocate for LGBTQIA+ rights. Their insights are invaluable in understanding the specific issues faced by different identities and tailoring the policy accordingly. Collaboration is key to creating an inclusive workplace where no one feels left out or overlooked.

Moreover, promoting an inclusive and supportive workplace culture goes beyond policies alone. It involves fostering an environment that values and respects all individuals, regardless of their sexual orientation, gender identity, or expression. This can be achieved through educational programs, awareness campaigns, and creating a safe space where everyone feels comfortable and accepted.

In conclusion, adopting a trans equality or broader LGBTQIA+ Inclusion policy can be a significant step for your business. It's a win-win situation—an opportunity to create a supportive workplace, attract top talent, and foster diversity and inclusivity.

Together, we can create a world where everyone feels seen, accepted, and celebrated.

Do you need support in creating a trans equality or LGBTQIA+ inclusion policy? Perhaps your looking at ways to foster an inclusive work environment? We can support with both, whether you need help to create a bespoke policy that fits in with your company brand or training/workshops on inclusion and the "how to's". Click the button below and let's chat more.

Fresh Book Club - June

Tue, 06 Jun 2023 16:16:55 GMT

This month we highly recommend...

"Sidekick: The Video Games Mental Health Journal"

by Safe In Our World together with Peregrine Coast Press

Sidekick: The Video Games Mental Health Journal is both a journal and a resource focused on improving the mental health of those in the games community (and anyone who needs it). By connecting you to the games you love so much, Sidekick will feel like a familiar friend who's there for you when you need it. Whether you need some time to free write and color or want some targeted help for what you’re going through in the form of breathing exercises and journaling prompts, Sidekick will be with you!

Sidekick has 140 pages of journaling prompts, games-related activities and support - making it the perfect gaming companion.

Take a further look here

Do you have any books that you think would be great for sharing? Let us know - info@freshseed.co.uk We may even share it next month!

Sunset Clause abandoned but other employment law changes are on the horizon....

Tue, 06 Jun 2023 15:16:49 GMT

The government recently announced that it's abandoning the Sunset Clause in the Retained EU Law (Revocation and Reform) Bill, BUT has announced separate Brexit changes to employment legislation. What does this mean exactly?

As the Retained EU Law (Revocation and Reform) Bill was previously drafted, it meant that all EU law was going to be automatically revoked at the end of 2023. That position is now being reversed so EU law will remain binding in the UK, unless it is expressly repealed.

The government has now published the list of EU based statutory instruments that it tends to repeal at the end of 2023. In terms of employment law, there really are no major changes at this time with just three very niche areas contained with the list.

However , of more significance to employers is the separate announcement of the governments intention to make some important changes to aspects of employment law now that the UK has left the EU in regards to Working Time Regulations and TUPE. Consultation on these proposals is now underway and in their consultation documentation, the government outlines that "we see opportunities for improvements following our exit from the EU. These proposals do not seek to remove rights, but instead remove unnecessary bureaucracy in the way those rights operate, allowing business to benefit from the additional freedoms we have through Brexit."

We've summarised the proposed changes below for easier reading:

Working Time Regulations

1) Merging ‘basic’ statutory holiday leave (20 days) with ‘additional’ holiday leave (8 days), to create one entitlement (28 days) . This sounds relatively straight forward, but currently the basic entitlement and the additional UK entitlement can be treated differently for the purposes of calculating holiday pay. Although the government does not say this, it may result in the calculation of holiday pay reverting to the old method (i.e. excluding commission, overtime etc).

2) Allowing "rolled up" holiday pay - funnily enough something that has been unlawful under EU law for quite some time, this is where workers are not actually paid holiday pay while on holiday, but an additional payment is made during working weeks to reflect payment for holidays. This would likely be of most use to employers of zero hour workers, other workers working irregular hours and, potentially, term time workers.

3) Removing the requirement for record keeping under the WTR for working hours. Did anyone ever really do this in the first place.....

TUPE

Proposals here remove the requirement to elect employee representatives for the purposes of TUPE consultation for businesses when there are less than 50 employees and where TUPE transfers affect fewer than 10 employees. Businesses would instead consult directly with affected employees. The proposed change will be consulted on in advance of implementation.

It's also confirmed that the following regulations and the rights will be preserved:

Maternity and Parental Leave etc Regulations 1999
Paternity and Adoption Leave etc Regulations 2002
Part-time Workers (Prevention of Less Favourable Treatment) Regulations 2000
Fixed-term Employees (Prevention of Less Favourable Treatment) Regulations 2002
The Agency Workers Regulations 2010
Information and Consultation of Employees Regulations 2004
Transnational Information and Consultation of Employees Regulations 1999
WTR 1998 and the TUPE regulations (with the exception of the issues being consulted upon).

These are quite significant changes for employers to consider. There is no timetable announced yet but things could potentially move relatively quickly.

Interested to hear how Fresh Seed can help you when it comes to any employment law changes? Reach out to us at info@freshseed.co.uk to arrange a chat.

A win for parents & carers!

Tue, 06 Jun 2023 12:46:38 GMT

Great news for parents & carers....

On 24th May 2023, three acts from the Private Members' Bills which expand the current rights and protections for parents and carers received Royal Assent, meaning these have now been passed (although are not yet in force).

This is great news for both parents and carers who are in need of further support. We are however still a while off these acts being put into force with each act requiring secondary legislation - this not likely to happen for at least 12 months and changes will then be required to HMRC's systems etc., so inevitably they'll be quite a waiting period following the announcement of this much needed news.

So no action for employers to take just yet, but when the time comes that these acts are enforced and statutory entitlements change, businesses will need to review and update their policies, practices and procedures - it's worth bearing this in mind, keeping up to date with any developments and planning some time in to prepare for this.

So what are the three acts and what entitlements do they give?

1) Neonatal Care (Leave and Pay) Act - this creates a new statutory right to leave and pay for working parents whose child is receiving, or has received, neonatal care. Eligible parents whose new-born baby is admitted to neonatal care are entitled to take up to 12 weeks of paid leave in order to spend more time with their baby during this highly stressful time and not have to worry about work. This entitlement is in addition to other leave entitlements such as maternity and paternity leave.

2) Protection from Redundancy (Pregnancy and Family Leave) Act - this act will provide greater protection to pregnant women and new parents in a redundancy situation, by giving them the right to be offered (as opposed to having the opportunity to apply for) a suitable vacancy where one is available. This is the same protection that is currently provided to those who are put at risk of redundancy whilst on Maternity Leave, Adoption Leave or Shared Parental Leave. The act also specifically covers miscarriage situations so that an employee whose pregnancy has ended prior to her telling her employer would be able to access the protections as if she had informed her employer prior to the pregnancy ending. Government commentary to date suggests that protection will extend from when a woman informs her employer that she is pregnant until 18 months after the birth.

3) Carer’s Leave Act - this creates a new statutory unpaid leave entitlement for employees who are caring for a dependant with a long-term care need and will be a right from day 1. Eligible employees with caring responsibilities will be able to take one week’s unpaid leave per year to enable them to provide, or arrange care for, a dependant with a long-term care need. Currently those with caring responsibilities often have to rely on other sorts of care, e.g. parental leave, time off for dependants or using flexible working arrangements, which were designed for other situations, so are often not appropriate. The idea behind this act is to "enable carers to better balance their caring and work responsibilities, supporting them to remain in employment”.

For those reading this who are already on retainer with Fresh Seed, we will keep you notified with any developments on these acts being enforced and will ensure your policies are updated to reflect statutory entitlements and rights in a timely manner.

If you're not currently one of our clients and wish to find out more about the retainers we offer, please get in touch using the button below.

Can ChatGPT write your values, we asked it to tell us.

sarahb@freshseed.co.uk — Fri, 26 May 2023 15:31:08 GMT

Can a machine write your values?

I’ve said for years that AI will take over from HR one day and honestly, I don’t think that’s a bad thing. AI will simplify processes so HR can focus on people skills, the things a robot and machine will never be able to do. Well definitely not soon anyway!

One of those more people focussed elements of our job is creating values for organisations. Values are nuanced, the intangibles made, well tangible. Often created for companies that don’t want to be corporate but need a shared purpose to drive towards. So can Chat GPT do this work?

We tried it and found it doesn’t do a bad job but it misses so much as we suspected. We asked it to tell us what it thought and here’s what it said:

“Values are a crucial component of any organisation. They define the character and identity of a company and can help align the actions of employees with the goals and mission of a business. However, the values that are designed by Chatbots of AI systems may not be able to accurately reflect the complex nuances of human experience. Here are a few reasons why values should be designed by humans, not Chatbots.

Values are grounded in human experience. Values are essentially a set of guiding principles that reflect the beliefs, priorities and goals of a group of perspectives, needs and aspirations of individuals. Chatbots, on the other hand, lack the empathy and understanding required to identify with and respond to the diverse range of human experiences and perspectives.

Values are the foundation of organisational culture. When a company’s values align with the beliefs and aspirations of its employees, it creates a strong sense of purpose, identity and belonging, allowing humans to understand how they relate and how they add to the community in that organisation. This is essential to fostering a positive and productive workplace culture. Creating values that resonate with employees requires human understanding and empathy, which Chatbots lack.

Values require creativity and innovation. To create meaningful values that inspire and motivate employees, organisations must be creative and innovative. If the information fed to chatbots is fed by humans without this mindset you’ll only get the same results. This means all businesses will result in the same values. Not ideal!”

So perhaps the bot itself can tell you, that experience, knowledge, empathy and emotional intelligence can’t be replaced when it comes to values or people needs. What HR has to do is evolve. We need people skills and not process skills…

If you'd like help writing your values, bringing them together or putting them into your processes, give us a shout. We'd love to help you through our old fashioned human to human, face to face approach! Give us a call on 01926357355 or drop us an email to info@freshseed.co.uk

Fresh Book Club - April

Mon, 17 Apr 2023 08:41:50 GMT

This month we're reading...

"Deviate: The Creative Power of Transforming Your Perception" by Beau Lotto

Beau Lotto is a world-renowned neuroscientist who reveals some startling truths about the human brain and perception in his first major book - a book which is set to revolutionise the way the reader sees the world. Deviate doesn't just delve into the neuroscience of thought, behaviour and creativity: it is a call to action, enlisting readers in their own journey of self-discovery.

In Deviate, Lotto sets out to help us understand how our brain processes new information and makes meaning of it. Lotto’s research into neuroscience allows him to utilise his 25 years of research experience - a lot of which comes from the Lab of Misfits which he founded at the Science Museum of London to explore, “how we see and why we see what we do.” Lotto indicates that the word "Deviate" has many negative connotations, but in fact, he proposes that nothing new ever occurs without active doubt - deviance is a positive way of looking at the world through a different perspective, which can lead to a broader understanding of reality.

With this new understanding of how the brain works and its perceptive trickery, we can apply these insights to every aspect of life and work.

The AI Chatbot that's become a viral sensation....yet is rife with bias!

Mon, 17 Apr 2023 07:55:38 GMT

ChatGPT - It's taken the internet by storm...but how many of us are aware of the darker side?

ChatGPT is an AI (artificial intelligence) chatbot launched by OpenAI that makes users think they're talking to a human, and it's the newest technology that's taking the internet by storm. It has an endless list of possibilities from writing poetry through to computer code and apparently can also pass an MBA course exam. Users are able to ask the chatbot questions and answers are based on the vast amount of online data that ChatGPT is trained on.

It's easy to see why this has gone viral since it's launch in November 2022, yet there is a darker side that many may not be aware about...it's yet another example of AI that's rife with bias. OpenAI have added in some guardrails in order to help the chatbot navigate it's way around users asking the chatbot for example to say a slur or commit a crime, however it's still been far too easy for users to get round these guardrails by rephrasing their questions, which in some cases has prompted responses from the chatbot with very questionable and sometimes highly discriminatory language!

As the world relies more on technology, AI is being used to make vital decisions in a variety of sectors, but biased algorithms mean existing inequalities could be heightened — with dangerous results. As AI becomes more commercialised and wide spread, why is it that little is still being done to prevent these biases? A study in 2019 (Science, 25 Oct 2019, Vol 366 Issue 6464 p.447-453) showed that algorithms used in a hospital recommended Black patients receive less medical care than their White counterparts. In 2018, Amazon shut down its own AI recruitment tool because it discriminated against female applicants. Galactica (similar to ChatGPT) which was trained on 46 million text examples was shut down by Meta after just 3 days because it spewed out false and racist information.

AI models have to be trained on ginormous amounts of data in order to be able to learn and act like humans. ChatGTP is trained using text databases from the internet including 570GB of data obtained from books, webtexts, Wikipedia, articles and other pieces of writing. The issue here is that large datasets that are scraped from the internet are full of biased data that then informs the models. Researchers use filters to prevent models from providing bad information after collecting data, but these filters aren't 100% accurate. This can result in the expression of harmful biases, like when ChatGPT told users it would be okay to torture people from certain minority backgrounds! Then there is also the bias of researchers in AI, which is a highly homogenous field dominated by white people and men, who decide what data to feed their models.

It's sad to see that there is a disconnect between the lack of ethical concern in the AI industry from start ups looking to make money and those academics raising these concerns. In a world where AI is being used more and more, this is an area that needs stronger focus and attention to prevent future harm. In the meantime, it's good to at least be aware and mindful about these biases that are still very much present in the technology we use, so we can reflect and question where needed.

Who's looking after HR?

sarahb@freshseed.co.uk — Thu, 13 Apr 2023 14:39:14 GMT

We have your back, but who has ours?

After many years working in HR I feel saddened that this function still gets the flack it does. Yet, at three recent Creative Industry events it was widely accepted how important our role is in the success and growth of businesses; one particular talk specifically said they wish they'd worked with HR far earlier in their journey, so they'd have had a far happier workforce.

So why are we so misunderstood and undervalued? And who is looking after us?

We often ponder this question at Fresh Seed and our conclusion is two fold: first that as a function we've grown from personnel to the function we are now, covering everything from employment law, to training, and psychology and, second, that we're often brought in, to fire fight when a crisis has kicked in but not earlier when we could have helped prevent that issue turning into the crisis it now has become. When HR is brought in, in this way, we are seen as both the work police and the fire fighters, and not recognised for the work we do in sustainable growth, people development and people support.

But this isn't the root of why we're misunderstood, and in all honesty I think that comes down to a demand for a quick fix, and someone who can take away the immediate pain but not challenge the status quo. Businesses, particularly creative ones, create fast, grow at boom rates and flux quickly. Strategic HR is relatively new, even to HR people and perhaps to these Creative businesses there's simply a misunderstanding that we can help stabilise some of that flux instead of only being there for the worst of times. But equally when we recruit HR with fire fighting in our minds, we're always going to get people who fit that stereotype which in turn leads HR not being used to its most. So perhaps the biggest question here should by why do HR people choose HR for a career when the function gets such a kicking?

Whatever the reasons and the issues that are out there with the function, the people operating in it need recognition and support. Who is looking after them when they take all the challenges for the company on the chin and deal with often significant employee issues whilst the rest of the business focuses on creating whatever it might be, they do? Who helps them grow when often the CIPD is woefully behind where much of the Creative Sector is going - lets just stop and consider salary benchmarking here before you wade in with your "oh do be quiets"! - and learn the special art of managing people not machines as is this sector.

And when, as a function we hear so much about individual issues, sadnesses and sometimes darknesses, what are you doing to help the people in this role avoid burnout. Burnout in HR is a really common thing, and during the pandemic when dealing with all the uncertainty and anxiety of those times, plus the demands on us to furlough, the volume of HR people dealing with burnout was at 98%*. So how are you helping your people managing HR to avoid burnout and risk them leaving your organisation?

After years of observing the highs and the lows of HR in this industry we developed a programme to support these valuable HR people to grow, get support and manage their own wellbeing. With the help of a few specialists we've developed something called the Don't Stand Alone Foundation. This gives HR mentoring, training, access to coaching, counselling, yoga and mindfulness specialists and allows them to breathe out & grow. If you'd like more information about this programme let us know by getting in touch at info@freshseed.co.uk

*Forbes https://www.forbes.com/sites/jackkelly/2022/04/14/98-of-human-resources-professionals-are-burned-out-study-shows/?sh=164a03a56c02

Avoiding burnout

sarahb@freshseed.co.uk — Mon, 20 Mar 2023 16:09:52 GMT

Burnout in Games is a problem we need to address.

Recently we joined Safe in Our World at the Games Growth Summit to talk about burnout in our industry and why we must look at it preventatively rather than reactively. The talk was so well received we were inundated with responses as we left the stage and so we've captured some top tips here for you:

In recent years the amount of people struggling with burnout has increased and it seems the issues is higher than average statistics suggest in Games. So we want to explore why that seems to be the case and what steps you can take to help yourself or your colleagues to manage:

The industry is renowned for its amazing games and the content we produce. We are world class and yet beneath the surface lays a picture of long hours, crunch, poor management and inexperienced leaders. Money and marketing are often placed as priority in the race to publish the best game in genre, yet the people who produce them are perhaps overlooked and seen as resources rather than people with needs. It was insightful for me that at the Games Growth Summit almost every session focused on people and culture at some stage and that as I got off stage to head to the sandwiches I was inundated with questions and feedback and barely made it to lunch before the sessions restarted.

As an organisation psychologist with a specialism in connection and diversity I know all too well that when connection isn't there burnout can increase. But there is more at play than simply connection when burnout occurs. And whilst in the main it is a business problem there is much beneath the individual that are contributing factors and here we explore what they may be.

Burnout can present itself in a variety of ways, including increased anxiety, depression or escapist behaviours - gambling, drinking, over working or other addictive behaviours - as well as total exhaustion and an inability to function normally. What is common is that we don't generally recognise its coming on until it's already taken its hold and the prevention measures are too late. Your role as a colleague, or manager is to embed measures that enable the balance to always exist. Recent research shows that to truly flourish at work we need to consider these four factors:

Mind
Body
Connection
Spirituality.

What do we mean by these exactly?

Mind and body are the components we can do for ourselves as individuals. Activities like mindfulness, yoga, exercising, eating well and sleeping enough. But is your studio allowing for people to take the time to do this? Are you considering the four day working week - figures out recently showed a decrease in burnout by 71% in the trials. Do you give flexible hours? And do you really actively encourage people to have the time for their growth, development, body and mind or do you assume that because you have the practices in place they'll just do this anyway? We often see that there's a disconnection between what organisations think they have in place and how they communicate this. Language is only one form of communication and much is conveyed in the non verbal messaging, after all.

We know from group think behaviours, role modelling and leaving loudly are important factors in showing your culture really isn't a work hard, die hard one. But what is often misunderstood are the factors around connection and spirituality and how to recognise someone is struggling, especially in our remote world.

We have to work that bit harder in a remote world to connect and engage with each other. In a post Covid world I think it's too early to say definitively if remote working will remain but I do think that the hybrid model is more likely to stick and this is why: Connection is vital to human existence, we are social creatures and whilst there are variations of that from introversion to neurodiversity, fundamentally to thrive we need to be together. What happens when that dynamic changes creates a greater sense of disconnection and so we seek it elsewhere and in some instances that elsewhere may be in toxic behaviours towards ourself especially where we isolate ourselves from the normal activities of the group we belong to.

As line managers, and leaders we need to watch out for those micro changes and differences in behaviours. But can that be done when we're not seeing people in a day to day way? Well the truth is it can be but it's far harder to do than in person and it takes work. So daily check ins, regular catch ups and tracking of tasks and hours are useful. But also so are mechanisms which prevent someone checking in at weekends or holidays - can systems shut down to allow for this - and actively encourage people to leave loudly? However, there are some instances where the nuances around this can be harder to navigate and where you might need training to really understand it. And that's where you may benefit from neurodiversity training because connection & switching off from work for these individuals can be very different.

And finally, what does spirituality have to do with avoiding burnout? When we think of the term "spirituality" we usually think of religion or meditation but in fact in this model spirituality applies to our values and purpose. Sometimes life moves on and what was once important to us no longer serves us, and it's this part that we need to recognise in ourselves and others. Are you still a match to the work you're producing? And how do you recognise that your colleagues are struggling with the values disconnect? Common patterns are hard to see when burnout is developing, as its lost increased sickness, tardiness, poor performance or discourse between team members. But a key flag is poor performance and a seeming disillusion in work. Signs look like late delivery, poor quality work and micro aggressions between people.

As busy people its hard to notice the team members that are slipping through the net and even more so when we don't get the water cooler moments. But if, as businesses we can prioritise people and their needs ensuring the culture actively encourages wellbeing practices we stand a chance of reducing the burnout statistics in this industry and helping become the change for the next generation.

Fresh Book Club - March

Mon, 20 Mar 2023 14:05:39 GMT

This month we're reading...

"Imagine: How Creativity Works" by Jonah Lehrer

Shattering the myth of muses, higher powers, even creative types, Jonah Lehrer demonstrates that creativity is not a single gift possessed by the lucky few. It's a variety of distinct thought processes that we can all learn to use more effectively.

Lehrer reveals the importance of embracing the rut, thinking like a child, daydreaming productively, and adopting an outsider's perspective.

Exploring the “alone” and the “together” aspects of how creativity works, Imagine blends stories and science explanations: discourses on the science of brain function and how surroundings stimulate creativity; the influence of the place on the individual, leading to that individual’s creative insights; and the interactions of individuals, which interactions lead to collaborative creativity.

Do you have any books that you think would be great for sharing? Let us know - info@freshseed.co.uk We may even share it next month!

The 4 Statutory Pay Increases in April 2023 you need to be aware of

Wed, 15 Mar 2023 16:46:56 GMT

Are you upto date with the main Statutory Pay Increases taking effect from April?

Now is the time to ensure your business is upto speed with the latest Statutory Pay Increases, as they're due to take effect from April which is only a few weeks away now. Make sure you've got these new entitlements updated in your systems to ensure no underpayments are made.

National Minimum Wage Increases

All rates of the national minimum wage will increase on 1 April 2023 .

The national living wage will rise from £9.50 to £10.42 an hour, an increase of 9.7%. The national living wage rate applies to workers aged 23 and over.

The rates for younger workers will also increase, with hourly rates rising to:

£10.18 for workers aged 21 and 22;

£7.49 for workers aged at least 18 but under 21; and

£5.28 for workers aged under 18 who are no longer of compulsory school age.

The rate for apprentices will rise to £5.28 an hour.

Cap on a week’s pay for statutory redundancy pay increases

The maximum amount of a week’s pay for the purposes of calculating statutory redundancy pay is adjusted each year in line with changes to the retail prices index (RPI). The new maximum amount of a week’s pay from 6 April 2023 will be £643 as confirmed in the now published Employment Rights (Increase of Limits) Order 2023 . The current maximum is £571.

Statutory Sick Pay Increases

Entitlement to statutory sick pay (SSP) arises when an employee is sick for four or more consecutive days, and lasts for up to 28 weeks in relation to any one period of incapacity for work. From 6 April 2023 , the new rate is £109.40, up from £99.35.

Statutory Maternity, Paternity, Adoption & Shared Parental Pay Increases

For the first six weeks of an employee’s maternity leave, statutory maternity pay (SMP) is paid at 90% of the employee’s average weekly earnings. For the remaining 33 weeks, SMP is paid at either the flat SMP rate (which changes annually on the first Sunday in April), or 90% of the employee’s average weekly earnings if this is lower. From 2 April 2023 , the proposed new rate is £172.48, up from £156.66. The same rate will apply to statutory adoption, paternity and shared parental pay.

If you have any questions in regards to these new statutory figures or processes to follow when it comes to matters like sick leave, family friendly policies or redundancy, please reach out to us below.

Leadership

sarahb@freshseed.co.uk — Tue, 21 Feb 2023 09:08:14 GMT

All the leadership information out there feels like the emperors new clothes!

Wherever we look there's a leadership programme being promoted or a new tool, coach, book or theory. The marketplace is flooded with solutions to this long debated paradigm and it's easy to see why people flood to those that promote self development. But whilst self development is really important for our own well-being and growth this work is not addressing how to lead well but giving you tools in confidence to do so. However you may still be repeating the same issues over and again when you’re not conscious of the role and purpose of good leadership and what you need to be aware of.

In HR we see this all too often; people have done the work, had the coaching, read the book and been on a leadership programme, yet they are still struggling with their team. People are still causing issues and there's a huge lack of diversity in their business. But why?

The root begins with what you are seeking from these solutions: Psychological or philosophical support? All too often people avoid good HR, not recognising its role in people and development of the business you operate in. It's no wonder therefore when you look to find a programme, coach, book or tool to support you with leadership, you look for the philosophical solutions of how to develop yourself and your own personal growth.

But at the heart of the leadership paradigm and its core principles is to build a community with a shared purpose. So how can you truly achieve this when the leadership programmes or coaches you are working with are not addressing the psychological behaviours of the community you manage and the flow of communication and work. Flow is key to good leadership but flow can be interrupted by many issues, from sickness to inter team differences. Leadership is not easy and finding ways to create cohesion in this journey takes work, but if you don’t understand the HR issues that peak when it's not tackled well, why bother doing the philosophical work at all?

In our experience, whilst this work by all means makes a difference, it isn’t enough as these issues appear time and again.

So what is key to good leadership? Our top leaders understand their behaviours - their psychological impact - and that empowering rather than micro managing or holding on too tight works. They know that they must lead from the front, taking the blows when it counts but communicating and feeding back the good, the bad and the ugly in a way that is both adult and non judgemental to ensure the best results. But more than that they recognise when the team is flagging, where issues are not something to be ignored but nipped in the bud early. They understand how to handle sickness; the longer term and frequent bouts. They know that people can be different and yet diversity is powerful and together a diverse team will speak both the language of customers but broaden team knowledge and provide unity. And they understand how to delegate and trust their team to produce and deliver.

All this is not something you’ll find in a coaching session, a confidence building programme or any other book or tool. All of this is gained when working with HR to understand the teams needs, how to lay boundaries effectively and how to ensure people thrive at work. When its done well, you reach flow and your leadership role is successful.

If you’d like more information on our programme get in touch. Ours combines both the HR with the coaching to give you a perfect blend to the development of self and other. We think it's the answer to the debate in a way no other is currently tackling.

Fresh Book Club - February

Fri, 17 Feb 2023 17:29:00 GMT

This month we're reading...

"Quiet: The Power of Introverts in a World that Can't Stop Talking" by Susan Cain.

This book may get you nodding along and shaking your head throughout...

The world needs both introverts and extroverts to survive. In this book, Susan Cain (an introvert herself), explains why both personality types are not only needed, but really important for survival and success.

This insightful book is focused around the workplace and explores all things positive about introverts, including how much we lose in undervaluing them. Susan Cain talks about the "Extrovert Ideal" that has risen through the twentieth century and how this has now become a cultural norm at work. Talking through research and various case studies, she also comes to detail how when introverts and extroverts team up together and use each others strengths, they can in fact be pretty unbeatable.

If you recognise yourself or someone you know as an introvert, this book is well worth a read to help understand and embrace how you can successfully add value in a world of extroverts. If you're an extrovert, this will open your mind to understand things more from the eyes of an introvert, how they are able to add great value and collaborate for success.

There is also a book called "Quiet Power" which Cain has written to help empower introverted children and teenagers. So if any of this resonates more when thinking about your children and family life, maybe check this out.

Do you have any books that you think would be great for sharing? Let us know - info@freshseed.co.uk We may even share it next month!

GDPR for Digital Businesses

Fri, 17 Feb 2023 17:28:24 GMT

Not the most interesting topic but PLEASE have a read as it's important!

Concerningly, we still hear many digital businesses talk about GDPR as though it doesn't exist anymore, with the assumption that it just vanished with Brexit.

We want to help set the record straight on this one, whilst also making it easy for businesses to understand what's required of them and any action they need to be taking.

So, GDPR still very much remains in the form of UK GDPR which runs alongside the Data Protection Act, both of which apply to you. It's important as a digital business that you understand what this means for you and where you should start with it all if you haven't taken steps to date.

Our contacts at Mills & Reeve have kindly put together an effortless read FAQ document in order to help steer you in the right direction and provide you with the basic information you need to know. Please click on the link below to access the document - it's not filled with legal jargon and is only two sides so we promise you won't fall asleep.

Have a read through, and if you have further questions or need assistance with any of the steps you're required to take, reach out to us for a chat here .

Men's Mental Health at Work - Let's Talk About It

Fri, 17 Feb 2023 17:26:22 GMT

When it comes to men's mental health, what are you doing to raise awareness and create a supportive environment at work?

Conversations around mental health have increased considerably over the past decade, from popular discussions on social media around self-care & wellbeing, to celebrities opening up about their own mental health illnesses. This has all helped towards a more open, less stigmatised dialogue around mental health and illness in general. Many workplaces are now more invested in their employee's wellbeing, giving this greater gravitas in their people agendas, which is really encouraging to see.

When we focus down on the detail however, how much attention in the workplace is being given to men's mental health? Has your business considered this before?

The stats on men’s health are pretty shocking. Around 20% of men die before they retire, and suicide is the most common cause of death for men under 50. It's known that men are less likely to take time off work when they need to recharge and may be more likely to hide their mental health issues in the workplace. The good news is that a supportive workplace can empower employees to get the help the help and support they need early on.

Let's take a look at some key stats from a recent survey by Westfield Health before diving into this further:

- Men aged 45-54 are the least satisfied demographic at work.

- 59% of men under 45 are considering looking for a new job.

- Men are less likely to take time off to recover from stress and burnout.

- While men and women report similar levels of poor mental health, men are less likely to seek support from their employer or take time off to recover.

- Men report taking half as much time off work to recover from stress and burnout compared to women.

- Only 15% of men have taken time off due to mental health, compared to 40% for physical illness.

- Over three-fifths (61%) of men say their employer doesn't offer mental health support as a workplace benefit.

- Men aged 20 – 40 seek advice from their GP half as often as women the same age.

Some signs that may be spotted at work include:

- Withdrawal or isolating behaviour

- Unusual mood swings

- Increased irritability, frustration or anger

- Anxious behaviour

- Escapist behaviour

- Changes in work performance levels

- Loss of interest in work, hobbies or family life

- Complaints of physical aches, pains, headaches, cramps or digestive concerns

- Appearing fatigued, indications of insomnia or over-sleeping

- Difference in appearance

- Changes in eating habits

Remember that if an employee displays any or some of the above signs, it doesn't necessarily mean they have a mental health issue, but it's good to be aware and mindful to be able to support them in the best way possible.

So, what is the best way to start tackling this and being more supportive of men's mental health?

The simplest starting point is to open a conversation and check in with your employees, regardless of whether they're showing any signs or differences in behaviour. Having an open workplace culture where you can easily check in with your employees makes talking about wellbeing a normal part of the day and will help to make individuals feel more able to open up and talk about any struggles or concerns they may be experiencing. Be mindful that everyone experiences mental ill-health differently and whilst some men display no differences in behaviour when struggling, others might do. Don't feel as though you have to restrict your conversations to a work setting either - you can always ask if they want to grab a coffee or go for a walk somewhere and have a chat.

Leaders must start to model behaviour and talk openly about their own mental health, sharing experiences where appropriate. This will help others to feel more comfortable in opening up themselves and reduce any perceived stigma at work.

Be mindful of presenteeism (the practice of coming to work despite illness, injury or mental health problems, resulting in reduced productivity), and remote working as this can be especially difficult to spot in these circumstances - Managers must make time to check in and have regular conversations with their staff, ensuring support is provided and they're able to recognise any changes in behaviour. Think about the differences you may start to notice in a remote work setting vs someone in the office, e.g. camera could be turned off during meetings, last minute excuses made for not attending, they appear less present, not answering messages etc.

Be flexible with medical appointments - we all know how difficult it can be to get a GP appointment at the moment! Encourage discussion around support in this area including any Employee Assistance Programmes you have in place. Mental Health First Aider courses are also a great tool for not only Managers but all employees to be able to have the confidence to discuss mental health at work and recognise any signs.

If you're interested in talking more about how you raise awareness around men's mental health at work, reach out to us using our contact form below. We'll be happy to to discuss your current workplace situation and help guide you in the right direction with "how to" steps and advice.

Neurodiversity Part 2 - recruitment

sarahb@freshseed.co.uk — Fri, 17 Feb 2023 17:08:56 GMT

Recruitment is a bit like marmite, you either love it or hate it.

Imagine trying to cross a road, where the window for crossing safely is narrowed right down to split seconds and where you have limited sight. It's easy to see that that is quite the challenge and staying safe in that scenario is down to the roll of a dice.

This is what it feels like to navigate the world as a person with a neurodivergent condition. Every day. With every interaction they have.

Neurodivergent conditions are plenty, from autism, ADHD, tourettes, dyslexia, dyscalculia, dyspraxia and foetal alcohol syndrome to name a few. They all manifest themselves differently and there are many people who are undiagnosed but have these conditions, making understanding how best to support people quite challenging for businesses.

But there are a few defining characteristics which may be helpful: Those with neurodivergent conditions struggle with sensory overload; many also suffer with a mental health condition and neurodivergency means communication can be that much harder, especially when you consider the sensory overload and mental health conditions they are also managing.

So how do you best support these people and onboard them well?

Communicate everything.

You may understand that an interview can be a pretty nerve racking event for anyone but for those with neurodivergent conditions it is even more difficult for them to really be at their best because of the environment and pressure. Sensory overload is a common feature and where a process isn't explained there is so much happening in these individuals you can't see, they will most likely fail to demonstrate their skills at their best. So communicating about the process will go along way to reducing the amount of time that fight and flight mechanism is engaged and thus improving your chances of getting the best out of the process for everyone.

Explain as much as you can about the recruitment process, including:

Where it will be held
Who will be involved with the interviews
How long you expect the interview to take.
If you need candidates to take a test, don't spring it on them! Give everyone plenty of warning, ideally when you arrange the interview but failing that aim for an hour minimum.
And avoid heaps of call back interviews. Two is ideal but if you have to do a third, make it for good reason. Any more and you're really showing that you're not that well organised!

Finally:

Tell people how long you expect to make a decision and what will happen next.

In the time between accepting the offer and joining your company, keep in touch. Tell them about what the first day will look and feel like and you'll have a happy engaged person joining you.

Remember neurodiverse conditions add so much to your organisation, and your customers and audiences. After all your audience is likely to have neurodivergent conditions too so having people who get it is really powerful for your whole reach.

If you need more support or you'd like training on how to recruit well and inclusively, get in touch at info@freshseed.co.uk

Fresh Book Club - January

Tue, 17 Jan 2023 15:32:58 GMT

This month we're reading...

"Invisible Women: Exposing Data Bias in a World Designed for Men" by Caroline Criado-Perez

Even if you think you're well aware about the state of gender inequality in today's world, this book and the revelations it shares are bound to still shock you. Caroline Criado-Perez investigates the root cause of gender inequality and research, diving into women's lives at home, the workplace, the doctor's office....and so much more. From everyday things like mobile phones, car seats, even medicines - your view of all these things may not be the same ever again....

For instance, did you know that car-crash dummies have always been designed based on the average male’s weight and height and that seatbelts are not designed for pregnant women? More recent testing data also shows that women are more likely to be injured in matching crashes, and yet there has never really been a dummy that properly represents an average adult woman.

(We are aware that a team of engineers in Sweden has recently developed (2022) a dummy to better replicate a female body and this gives us at least a little hope that some change may be coming... )

Do you have any books that you think would be great for sharing? Let us know - info@freshseed.co.uk We may even share it next month!

Modern (Anti) Slavery Statements - Are yours up to date?

Tue, 17 Jan 2023 10:07:42 GMT

Are you aware of your legal obligations? It's time to review your statements....

As we're getting closer to the end of the financial year, we thought we'd remind everyone that it's a legal requirement for your organisation to publish an annual Modern (Anti) Slavery Statement if it meets set criteria as outlined below:

it is a ‘body corporate’ or a partnership, wherever incorporated or formed
it carries on a business, or part of a business, in the UK
it supplies goods or services
it has an annual turnover of £36 million or more

This needs to be completed within 6 months of the end of your organisation's financial year (usually by April). If you haven't yet started on this, we suggest you get cracking! Ensure this is published on your organisation's website. It's also good practice to keep previous statements on your website so that progress can be monitored.

For any companies who do not have a website, then a copy of the statement must be provided in writing to anyone who requests one within 30 days of receipt.

There's also a separate government registry where your most recent statement should be added - https://modern-slavery-statement-registry.service.gov.uk/

Even where your organisation does not meet the above criteria, we believe it's best practice to have a statement in place and show the steps you take to prevent modern slavery in your business and supply chains.

Do you need help reviewing your current statement? Perhaps you need a statement creating? Fresh Seed can help you out - whether you need a template or a more bespoke review/creation service, we've got you. Contact us using the form below.

Flexible Working Changes - What's our view....really?

Mon, 16 Jan 2023 14:14:04 GMT

Flexible Working Changes - What’s our view…really?

You probably heard that back in December, the UK Government announced new plans for flexible working, something that’s been in process for a while following the 2021 consultation on flexible working regime.

So firstly, let’s take a look at the key areas employers should be aware about….

The big one…employees will have the right to request flexible working from day one of employment (removing the current 26 weeks service` currently needed to apply).
Employees will be able to make two applications for flexible working per year instead of the previous one application per year rule.
There will be a reduction in time period for employers to consider a request. This will reduce from three months to two months.
Employers will be required to consult with the employee to explore options available before rejecting a request.
Employees no longer need to outline in their request how the effects of their flexible working could be handled by the employer.
Current business reasons used for being able to reject a flexible working application will remain the same.

Okay, so let’s start tearing this apart….

We’re in 2023 now….and we think it’s about time that more businesses start to think more flexibly about attracting and retaining talent, especially where we see talent shortages all the time in the creative sector. Being open to receiving applications from candidates who are looking to work flexibly is a key part of this and will help to widen that talent pool for employers.

Working flexibly doesn’t simply mean reduced hours/days or working from home, but can include things like job-sharing, compressed hours, 9 day fortnight, annualised hours etc. We always encourage our clients to be open to listening to candidates requirements from the get go, understanding how you can work together to meet both of your needs. This way, if someone is looking to work flexibly from the onset, then you will already have a good understanding of this, instead of potentially being blindsided when you hire someone on a full time basis under set hours, to then be slapped with a flexible working request on day one of employment under the new legislation.

Something to be mindful of as well - sections 47E and 104C of the Employment Rights Act state the prohibitions on detriment or dismissal of an employee for making a flexible working application. These will presumably now also apply from day one, placing added burden on the employer to wholly substantiate the reason - not really a position you want to be in when you’ve just hired someone. Simply avoid all of this by being open to discussing flexible working with any prospective candidates during your recruitment process and you’ll be in a far better position.

In regards to the two applications per year rule…we don’t believe that people’s lives run on a “yearly” basis and quite frankly, people tend to apply for flexible working when something in their lives dictate the need for it…not because it’s a new year. We agree however with the reduction in timescale for considering a request, because let’s face it…if you can’t decide within 3 months whether you can accept an application or not, you probably don’t have a justifiable reason for not accepting it.

The introduction of a requirement to consult with employees to explore options before rejecting a request - no real change here apart from this now being described as an obligation to “consult”. As it stands, in good practice, all employers should be having a discussion with the employee around their application, the impact of this and any potential alternatives to the original proposal which may work better for both parties. However, linking in with this is the removal of the need for the employee to state in their application how they believe the employer could handle any effects of their flexible working request….surely this is counterintuitive as both the employee and employer are going to have to consider this as part of the process anyway. Some may see it as good riddance to the extra admin, but we’re a bit baffled by this one and don’t see why this needed to be removed.

When it comes to the end of the process, where employers genuinely have a reason for not being able to accept a request, then they will still be able to rely on the 8 existing business reasons used currently, which is fair.

The new legislation hasn’t kicked in yet, but we’ll be sure to let you know once this is live.

What are your thoughts on the new proposals? Do you love them, hate them, indifferent? Have you considered how this may affect your business or recruitment processes? We’d be keen to hear, so please reach out to us with any thoughts using our contact button below.

Freelancers unite!

sarahb@freshseed.co.uk — Mon, 09 Jan 2023 14:58:57 GMT

We need your help!

Have you ever wondered if there's anyone advocating for your talents and recognising how vital you are to the industry?

We are working alongside Creative UK to explore what the current picture for freelancer life looks like and we need your help. We appreciate this is yet another survey but the information this one gives us will allow us to understand more about the challenges you face so please take a few minutes to complete it. https://www.surveymonkey.co.uk/r/5YL28NT?utm_campaign=Redesigning%20Freelancing%202022-23&utm_source=partner

Once we have this information Creative UK will not only have more insight into your needs but also more lobbying powers by which we can influence the right people to protect your skills and talents.

We have many ambitions to supporting you but this is an essential step to making sure we do it well.

Fresh Book Club - December

Mon, 09 Jan 2023 10:11:23 GMT

This month we're reading........

"100 mindsets of challenger leaders" by Khurshed Dehnugara and Clare Genkai Breeze

"100 mindsets of challenger leaders" by Khurshed Dehnugara and Clare Genkai Breeze

Although you may think that this book is only for senior leaders, it's written for anyone who cares about the kind of organisation they're working in and are interested in how they can take responsibility for changing things from the inside out, regardless of where they are in their career or the organisation they work for. This is a great bite-sized learning book which allows readers to dip in and out as they wish, to be used as a support and guide and described as a "secret coach" in your back pocket.

"Challenging the status quo is about seeing, witnessing and disturbing the repetitive, stuck patterns of behaviour inside businesses. The principles of the challenger mindset have remained the same, we’re just communicating it in an even simpler, action-centred way." Khurshed Dehnugara

Do you have any books that you think would be great for sharing? Let us know - info@freshseed.co.uk We may even share it next month!

Christmas - Are you being inclusive?

Wed, 14 Dec 2022 12:41:51 GMT

What does your organisation usually do when it comes to Christmas Holidays?

Lots of businesses close down during Christmas and New Year to enjoy the festive season and spend time with family - you may be one of them. However, for some, even though the break is welcomed, the festivals celebrated by their own faith may occur at other times during the year. So how do you handle this?

It's good practice for businesses to have clear processes and procedures in place for requesting holiday and for these to be consistent regardless of the reason for the request. T here is no automatic right to time off for religious reasons, but you should be sensitive to the needs of your employees and accommodat e requests for holiday to cover religious occasions where it is reasonable to do so. Remember that refusing a request should only occur where there is a legitimate business need that can be objectively justified.

Naturally, being able to accommodate requests for holiday around religious observance will depend on the size and nature of the business - a company with only a handful of employees will be less likely to accommodate requests for time off in their busy periods compared to one with 500+ employees for example. You may also find yourself in a situation where a number of employees requ est the same period of time off for religious observance. It's best practice to consult with all employees who have requested time off and work together with them to find a solution that works for both them and the business. As the employer you will always have the final say, but the more you communicate and engage your employees here, the easier your life will be and you'll be far more likely to get a good outcome for all. Where you have a number of employees who wish to celebrate a specific religious festival, by providing resources and support not only for them but to further educate colleagues, this will help with overall engagement and inclusion.

Think about what you currently do with public holidays - if you're a business that usually shuts on public holidays, you may find that some employees prefer to work on these days and take time off for observing another religious festival. Are shutdowns essential for you on these days or has it just become part of your usual ways of working? Could it be feasible to allow individuals to work on these days if they wished to take the time off during another period? There's no issue with maintaining a shutdown period over Christmas & New Year if this is what works for your business - a break away from work to spend valuable time with family and/or friends is good for employee well-being.

When it comes to talking specifically about Christmas and New Year, we've had some companies question whether it's inappropriate to celebrate Christmas in a multi-faith workplace - the answer is no. It's important to recognise that celebrating Christmas and the winter season can produce a positive seasonal atmosphere leading and actually aid employee well-being. The Equality and Human Rights Commission has said that denying a celebration of Christmas in a country where the predominant religion is Christianity can undermine community cohesion. Absolutely, be more mindful around this - for example, if you're an organisation that usually puts up a Christmas tree and decorations, then show sensitivity to other faiths by using seasonal rather than religious imagery. Christmas parties and lunches should still very much go ahead and be enjoyed, so long as all employees feel welcomed and there are alternative options to the traditional Christmas menu and alcohol.

Are you looking to review your leave arrangements policy to become more inclusive? We can help you design a bespoke policy that speaks your organisation's language whilst supporting employees in the best way possible. Click the button below to chat with us about your needs.

Neurodiversity Series - Part 1: Embracing neurodiversity

sarahb@freshseed.co.uk — Mon, 12 Dec 2022 16:16:55 GMT

Why should you give a damn about Neurodiversity?

In a world where we can be anything, it increasingly feels like we as a human race are othering* those who don't fit in the normal stereotypes of life, education and work. But unless your view of people is that narrow, there really is no such thing as normal so why then do we try to create a parochial view of those in our every day communities seemingly without thought for what that othering does to people and how wasteful it is of our energy and damaging to our wellbeing.

Admittedly it's been a tough few years and in all times of heightened stress, our survival instinct takes over our thinking brain. But sadly that thinking brain is just what we need when it comes to the exclusion of people from different communities. It would be easy to assume that as a human race we've gone backwards where inclusion is concerned, yet in many instances great advances are being made in the debate around ED&I which at least means that we are conscious of our need to think differently and end the discrimination towards minority groupings.

Yet there are a few groups that are overlooked in ED&I discussions and it's those groups that need the most support because they often don't have the ability or platform to raise their own needs. In this blog we explore one group in particular - those with a neurodiverse condition - and will, in a series of blogs on the subject, give more insights into the work that can be done to improve their experiences at work.

In the education system, more and more children are being diagnosed with a neurodiverse condition such as dyslexia, ADHD and autism and we could argue that the system is quick to label as its convenient to create labels for those who aren't following a conventional view of achievements. But even if this is true, as a workplace we're not ready to cope with this influx of individuals who are labelled thus, especially where we're already seeing startling figures of under representation: according to data only 16% of autistic adults*, 1.9million adults with ADHD and 1 in ten people with dyslexia are in work and these are only three of a large range of neurodiverse conditions that we know of.

So first, what is neurodiversity. A term coined by Judy Singer - a sociologist - in her thesis of the late 90's, which was then made public by Harvey Blume a writer she was in correspondence with at the time, it sums up perfectly the differences of those who are not neuro typical. These conditions are wide ranging from Autism, ADHD, Dyspraxia, Dyslexia, Dyscalculia, Foetal Alcohol Spectrum Disorder, Epilepsy, ADD and Tourettes and present in a variety of ways. What is common with them all is the huge misinformation available and therefore easy assumption they are impossible to manage.

Who's the anti social party pooper?

Do you ever hear someone refer to a colleague who might be quiet, as a "bit odd" or "socially inept"? Or perhaps you've worked with someone who has the attention span of a sparrow in midlife. Or maybe you've worked with someone you consider to be really dizzy and forgetful. These are common signs of neurodiversity and although they may be associated to neurotypical people they are certainly high on the list of symptoms for someone with autism or ADHD or dyslexia and familiar to them.

People in the neurodiverse range are used to terms like, odd, quiet, scatty, talkative, hyperactive, no memory and much more. So imagine how hard these individuals have to work to fit in and be accepted in a neurotypical world. Its not hard to see how utterly exhausting it must be and yet we bandy these terms around readily perhaps not considering the affect they have and especially how othering they are. People with these conditions are known to "mask" - some more than others - and this masking can mean that whilst they attempt to fit in and navigate a world that's alien to them they require far more down time to recharge. For many the impact of day to day interactions can be challenging, none more so when they are overwhelmed by the sounds, expectations to deliver and understanding the non verbal cues. Can you envisage a world where you find the smallest of background noises to be as all consuming as a dripping tap when you're trying to sleep at night?

Mythical legends that still linger on...

Until recently, research into these conditions was sporadic and lead to huge misinformation or disinformation circling. Dyslexic people were, only 30 years ago, referred to as stupid when in fact this is far from the truth. Equally, it was believed for a long time that only boys and therefore men could have autism or ADHD. It was only when it was understood that the initial test was drawn up to try to diagnose boys with commonly occurring symptoms that it was recognised that the tests weren't in themselves inclusive.

Girls and women are known to be better at masking their conditions and appearing to be "high functioning" but this in itself is a myth. If someone has autism they have autism full stop. They don't have a condition in a low functioning or high functioning manner, they just have the condition and equally until very recently we referred to some people as having Asperger's, but this term is now replaced with Autism Spectrum Disorder or ASD.

Research shows that many of these neurodivergent thinkers are amongst the most intelligent, creative thinkers who see problems and solutions that neurotypical people often miss.

So what can you do?

In a world that moves fast, where information is only a search engine result away, it's hard to know what to do right. So here are our top tips:

Don't make assumptions, ask people with these conditions what they need.
Communicate the non verbal - from who makes the hot drinks to how long you talk about the weekend/football or any other general chit chat topic.
Offer deadlines and support to meet them.
Be flexible - can they work from home, or in a quiet area of the office.
When it comes to group activities that aren't just about work - can you form a book club or other activities that aren't about the pub on a Thursday after work.
Explain who will be in a meeting or interview.
If plans change, try to give notice don't just spring stuff on them.

In our next blog we'll explore safe recruitment for neurodivergent people but if you'd like more information about managing these individuals then get in touch for our toolkit or training at info@freshseed.co.uk

* "othering" is a term used in equity, diversity and inclusion research and training, that means excluding someone/a group from a community for being seemingly different.

*Autistica

*ADHD UK

Disability Passports - Do you use them?

Wed, 07 Dec 2022 13:31:47 GMT

What are Disability Passports and how should they be used?

A Disability Passport is designed to provide support to individuals who have disabilities, health conditions, impairments or neurodiversities, and where symptoms perhaps may be more pronounced at times than others. It must only be shared with consent of the employee and with relevant parties agreed.

This is a live document for both Line Managers and the employee to have a record of agreed support and any workplace adjustments. Once agreed and signed, the employee’s Line Manager will keep a copy on the employee’s record. If the employee changes Line Manager (through for example; promotion, change of team, specific project work etc), then the employee’s Disability Passport will get passed on to the relevant Line Manager to ensure they are aware and have an understanding of what has been agreed. The employee will also keep a copy of their Disability Passport to enable them to pass on this information to anyone they think needs to know about any impact or issue that can arise due to the interaction between their condition and barriers within or outside the workplace.

Barriers can include both attitudes and environmental factors and relates to people with both visible impairments (such as wheelchair users) and those with non-visible or ‘hidden’ conditions or impairments (such as people with fluctuating medical conditions, neurodiversities or mental health problems).

The main purpose of a Disability Passport is to make sure that everyone is clear and has a record of what support is needed and any adjustments agreed; reduce the need to re-assess adjustments every time the employee changes jobs or is assigned a new Line Manager; provides a basis for future conversations about support and adjustments; and enables the employee to raise awareness to others as they wish.

The content of a Disability Passport should be reviewed regularly (at least every six months, or sooner if there is any change to the employee’s job, condition, or impairment) to check if the outlined support and adjustments are still appropriate and effective.

Are you interested in seeing what a Disability Passport looks like? We have a template designed to help organisations like you. Drop us a message using the button below and we'll be happy to talk to you more about it.

#wearefreshseed

Blackouts - What would you do if one happened?

Wed, 07 Dec 2022 12:48:02 GMT

Blackouts.....who'd have thought that this would be a topic we needed to cover for 2023!

The UK National Grid has warned that the war in Ukraine combined with very cold weather could result in three-hour power cuts on very cold evenings between 4pm - 7pm in January and February 2023.

Although it may seem unlikely as it's a last resort, the impact on businesses across the UK could be significant, with potential planned and unscheduled power cuts on the horizon.

If a power cut like this was to happen during working hours, do you know how you would handle it? Would you expect your employees to keep on working? Would they actually be able to? It's all worth considering - you don't want to be flapping around in a panic if the time comes and you haven't made any plans and don't know what you're communicating internally.

Consider the following ahead of next year so that you can minimise any risks and put a plan in place:-

Would your employees be in a safe working environment without power. Think about light and heating - the guidance for working conditions is a minimum temperature of 16 degrees, or 13 degrees for physical work. How would you keep your employees warm and with access to good lighting for visibility and safety?
If the blackouts affect the workplace only, could you ask your employees to work from home if possible; and vice versa?
How resilient are your IT systems and servers?
If based on site, would employees be able to safely get home?
How would you communicate with your employees during a power cut?
Be mindful of people's individual circumstances outside of work and how power cuts may affect them (e.g. no childcare facilities or children being sent home from school, being able to keep warm and feed the family, living home alone etc).
Ask employees to keep mobiles, laptops and any other equipment fully charged where possible.
Provide advice for employees to use their mobiles for Wi-Fi hot-spotting if they have access to data through a company phone for example.
Are there any other forms of work which employees may be able to do which doesn't require power or an internet connection?
Could you temporarily adjust working hours during the day around the likely 4pm-7pm period?
Be clear on your expectations of employees during these periods.
Consider if any equipment, such as generators or other power supplies, can be purchased in advance to ensure business continuity, particularly for priority areas.
Keep up to date with any health, safety and well-being guidance around power cuts and circulate any guidance issued from health and safety agencies to all of your staff.
Highlight any well-being support your business offers such as Employee Assistance Programmes (EAP).

It's best to think about your approach as a business and be able to clearly communicate to employees ahead of either a planned or unplanned power cut taking place. This will ensure clarity around what would happen, and also help to ease any concerns. It's important to emphasise that your employee's well-being and safety take priority here.

When it comes to pay during a power cut, as your employees remain available for work but forces outside their control mean work is not possible, this means they will still need to be paid. In some circumstances, contracts of employment may allow you to "lay off" employees or place them on short-time working if the business decides to shut down for a short period. We would however urge any company with contract clauses like this to think very carefully about the impact this may have on their employees, bearing in mind the ongoing cost of living crisis.

If you'd like to chat with us about this topic, or anything else, please reach out to us using our contact form below. #wearefreshseed

Fresh Book Club - November

Mon, 21 Nov 2022 13:42:02 GMT

This month we're reading........

"Men Who Hate Women" by Laura Bates

That title's got to grab your attention at least! An explosive and ground-breaking read, Laura Bates provides a shocking and confronting insight into the frightening world of extreme misogyny "the manosphere". She explores the horrifying ways men are organising online to oppose and belittle fourth-generation MeToo feminism, exposing the hate and violence that women experience through internet forums, online communities, chat rooms, articles, social media and so on. It's an extremism that nobody speaks about. Some may find this a difficult read.

Do you have any books that you think would be great for sharing? Let us know - info@freshseed.co.uk We may even share it next month!

Why we don't like personality profiling...

sarahb@freshseed.co.uk — Wed, 16 Nov 2022 11:35:07 GMT

Why are we putting people into boxes?

We'll let you into a secret; we don't like personality profiling! Ok, so now that's out in the open, let's explain what we mean and what relation it has to putting people into boxes.

Personality profiling first began in 1917 with Wordworths Personal Data Sheet*, and according to authors of " A history of the early days of personality testing in American industry: an obsession with adjustment" , like many practices from that time, it was about "efficiencies of human capability based on the need to have overall health at optimum performance and eliminate those who may be a weak link and not 100% fit."

With life expectancy at the time being around 49 years of age, the working years were marred with ill health and short lived. So the need to identify those workers without "workplace maladjustments" was far greater than in today's world. Where we are today is starkly different, with life expectancy at approximately 72 years of age, our general health and workplace practices are unrecognisable to those of 1917, yet we still apply the principles in personality profiling that seek out those who are not strong.

It seems we defy logic by trying to find weaknesses rather than strengths. Surely it's better to have multiple options when selecting candidates as an example, because we want capability not incapability. And the same applies for teams: if a team player is underperforming, there are multiple reasons for why. Identifying a perceived weakness in a team member simply puts them in a box that's labelled "requires extra managing" and in today's busy world that "extra management" is onerous and judgemental. But equally where a profile identifies how someone manages stress it only assesses in an under test conditions situation, and takes no account of those with neurodiversity who don't process in the same way as neurotypicals and is far from a real life stressful situation. Humans in their various forms, can be incredibly tenacious and resilient when tested and stressed, a personality profile will not identify those attributes. Further to this, where an employee is struggling with performance or well-being, we now have robust legal and health care provisions to provide for those situations. So why are we identifying individual characteristics which simply don't need to be assessed?

Corporate for corporates sake...

Like many things from the corporate world, we all follow blindly and personality profiling is no exception. What we can be sure of is that the models for personality profiling have in their mind the survival of the fittest principles; a pushy hard nosed approach to people. But many organisations, and especially the SMEs of this world don't want to use corporate mechanisms; they're onerous, time consuming and imply a need for more red tape. Plus many of the tests available change depending on the setting, time of day or other factors in the moment. Yet that snapshot of time is used to identify and "box" that persons skills and personality. So what if a profile could show you exactly what skills a person does have?

The same is true of profiling used in this way with teams. What are you asking? Are you looking to find a way to label people or do you want to see how an individuals skills and abilities grow? What are you testing for? Be clear on what you want to get from this process and what the process you use identifies. What we want from a team at its optimum is diversity of skills and background to ensure that their outputs are reaching all corners of the client audiences. If a profile tells you what they can't do so well, or how they manage stress, it's somewhat deflecting from the goal.

Understanding stress is important in understanding individuals, teams and leaders, but it most definitely shouldn't be seen as a weakness. We all face stress in our daily lives frequently; from the school run, the missed deadline or the poorly dog, the way we manage stress will vary according to our own life experiences. Our role as manager or colleague is to signpost colleagues to support for those challenges, where required. But if, in a personality profile, we identify someone's stress levels as an issue we are, without recognising it creating a culture that says "No stress here please" and that's simply unrealistic.

So what does work?

We've been using Strengths for years. It differs enormously from personality profiles because its foundations come from the positive psychology research (see Martin Seligman) allowing you to focus on what you do well, how you interact with others and what areas are for your own development. Used for individuals, teams or leaders, it has a truly uplifting impact when you see your own strengths in this way. It gives individuals the opportunity to play to what they do well and creates team connections because you are all working symbiotically on what you do well. An example is that where one is great at big picture thinking, ideas and creativity, another may be fantastic at organising, detail and connections - working together this team will deliver because they are not working at cross purposes. Further to that, it reduces the level of micro aggressions in teams which means you have more time to do the good stuff and less time dealing with the energy drains. One client recently told us "this work has simply brought our teams to life and given them a whole new sense of purpose". What's not to love!

If you want more information on how we do this then drop us an email and get in touch at info@freshseed.co.uk

"A history of the early days of personality testing in American industry: an obsession with adjustment". by Robert E Gibby Michael J Zickar

Hang on….what about me?

Mon, 31 Oct 2022 12:28:18 GMT

There’s a lot of talk now around employee wellbeing and how companies can be better, but have you ever stopped to think about your own wellbeing as a Manager, Leader or HR support?

Self care is super important, fact. As well as looking after your staff, you must also look after number one...you! If you don't give yourself the time you need, things may quickly spiral out of control leading to burnout. When your cup is empty, what do you have to give? Quite frankly.....nothing.

Ask yourself this - when are you usually likely to do something about your health? When something’s wrong? If you nodded or quietly said “yes” out loud, you’re certainly not alone. Self care must be viewed as a preventative approach to health, not reactive (just how we like to work at Fresh Seed; Prevention is always best!).

Demanding schedules and difficult emotions can make it hard to practice self care, but these are often the times when it’s really needed the most. We all tend to find ourselves doing things we “need” to do such as going to work, looking after others, maintaining a household, running errands, and quite often it’s easy to neglect the things that make us happy…the things that give us energy and a sense of purpose.

So what can you do to practice self care and help prevent burnout? Self care will be different for every individual depending on their needs, but we’ve outlined some helpful tips below:

⬜ Prioritise you - put some time aside each day just for you, even if that’s 5 -10 minutes of alone time for

breathing space and clearing your mind. Step away from your work, laptop and phone. Use the time to practice balanced breathing or meditation if that’s your thing.

⬜ Take time to understand what your own needs are - what restores you vs what drains your energy?

⬜ Recognise where you need to put boundaries in place, and stick to these. It’s okay to say “no” when you don’t

have the capacity, or to delegate where needed.

⬜ Make a list of your daily tasks from morning to evening. Decide whether each task is energising, restorative

and positive or draining your energy and happiness. Once complete, reflect on the balance between the two - could you be introducing more energising moments to your day?

⬜ Reflect on the way you speak to yourself (self talk). Your inner critic can be very draining and destructive at

times. Would you speak to a friend the way you speak to yourself? Try to be mindful of this and be more compassionate with yourself.

⬜ Think about different self care areas (Time with family, Time alone, Time for enjoyable activities, Friendships,

Relaxation & Peace, Emotional Health, Physical Health, Organisation & Structure, Being Challenged, Feeling Valued & Loved). Rate these and consider what you can do to meet your own needs in each area.

⬜ Know what your self care bank consists of and schedule in time for these. For example, listening to music,

watching a TV series, going for a walk or run, meditating, doing yoga, napping, catching up with a friend over coffee, reading a book, singing in your loudest voice, spending time on a hobby, spending time with family, organising things in your home, enjoying your favourite snack, snuggles with your partner, pets or children, learning something new, a new Lego set (We’re all different!).

If you’re looking for further guidance around wellbeing in general, reach out to us at info@freshseed.co.uk or using our contact form below. We can help you with your wellbeing strategy as well as provide different areas of training.

Menopause, are you part of the revolution?

sarahb@freshseed.co.uk — Fri, 28 Oct 2022 15:22:55 GMT

Did someone say hot flush?

Have you heard of the menopause revolution? Unless you've been asleep for the past year - and lets face it who can blame you, its preferable to the government sh*t show we have currently - you'll have noticed that Davina and Kate Muir have joined a by now, well documented campaign to raise awareness about the affects of the menopause on women and transgender or non binary people.

The campaign, named by the All-Party Parliamentary Group (APPG) as the #menopauserevolution and started in July 2021 has been driven by some very eminent women including Dr Louise Newson of the Newson Clinic in Stratford upon Avon and founder of the Balance app and website (a site aimed at giving people affected by it evidence based information to support them to find information that allows them to access suitable treatment). Dr Newson began her work by treating a few friends who complained of suffering from life changing symptoms, and recognised that treatment being offered to them just wasn't right, what began as a small surgery has now grown into a clinic based in the Warwickshire town that offers advice and prescription services to hundreds of women. .

The movement has identified that the information and research available into women's health post the age of 40 has fallen woefully short of where it should be. With research into women's health during and beyond the stage of menopause being incredibly limited it seems there's been a huge bias in health research for a very long time. The #menopauserevolution's purpose is to campaign for more research - in particular around the links between heart health and dementia; to change the way people access HRT and the associated prescriptions that go with that & to change the way that workplaces adopt practices around supporting people living with the menopause, in work.

Here we debunk some myths around the menopause to help you access the support you need to provide in your workplace. We will also explore some of the practices you can put into place to support people affected by it.

Out with the old...!!

The menopause starts at 40. Most people experience the menopause symptoms during the peri-menopause stage but it can begin far earlier with some people experiencing a premature menopause. This stage is when hormone fluctuations are at their most changeable and oestrogen levels drop off a cliff rapidly leading to some fairly radical changes in peoples well-being.
Symptoms are just a hot flush and weight gain. In as many as 75% of people the peri and menopause symptoms are debilitating. Symptoms include: insomnia, anxiety and depression and brain fog.
HRT increases the risk of breast cancer. The link between taking HRT and breast cancer is low, in fact the risk of breast cancer is in fact more increased in women who drink more than 2 glasses of wine a night at this stage of life, than those on HRT.
The menopause is over in a couple of years right? As the most debilitating symptoms begin in the peri-menopause this is indeed not true. The peri menopause can last at least 10 years before a persons periods end and they may well experience some significant symptoms.
Generations have coped before so whats the fuss now? There has been a serious failing in research around women's health for many years. This is across the board and can be seen in many areas from neurodiversity assessments to menopause research. The affects of this mean that many women & people are suffering with conditions that with the right support may well be able to live a normal life. The menopause untreated can increase the risk of cardiovascular disease, type 2 diabetes, and there is currently research into the link between this stage of life and dementia. Approximately 1 million women [*APPG report] leave work as a result of their symptoms and the inability of the workplace to adapt to their needs. So it's safe to say that generations before have not coped, rather suffered in silence and probably not worked.
The menopause only affects women. Yes the menopause and all its stages affect women but it can affect girls too in some unusual cases and it will also affect those who are non-binary or trans. Even with hormone replacement there are still mild symptoms that the medication doesn't completely eliminate. And naturally if those affected live with partners, friends or family it will have a knock on affect, particularly where symptoms increase mental health and sleep patterns.

So what can you do to help in your workplace or studio?

Research shows that the most affective ways to help people in the workplace are through measures such as training which raises awareness for everyone; adopting flexible working patterns and being willing to adapt existing flexibility further and discretionary areas to change, cool down or have a little time out. But how you do this is key to getting the best results.

There are heaps of different ways to make this kind of policy change work for you but just remember what sounds cool in one studio may not work in yours so your first step to getting this right is to explore what your people want.

Here at Fresh Seed we have a range of training and policy templates for you to test on your people to find out which works. For more information about how we can help you, get in touch below and we'll explore with you ways to implement something rather special to support your people.

Fresh Book Club - October

Wed, 26 Oct 2022 11:53:05 GMT

This month we're reading........

“Wilful Blindness” by Margaret Heffernan

If we always do what we've always done, nothing will ever change. This world and all its resources are finite. Managing people and making business decisions needs to change. Statistics, evidence and data shows this definitively yet we're all walking blindly, expecting someone to make a decision instead of a determined effort to change the world and how we take our part in making things better - from working standards, to leadership and the climate.

"The world is going to end because of the face you pull when someone says “we've only got oat milk”" (Jon Richardson). Be different, be the change, but don't whatever you do wait for someone else to take action. If you want to do something to change this planet and its current direction, then be the change. If you know that work in the way we have known it isn't right, take action. Just don't act as if this will all get better eventually. We need to be the change.

This book shows how being wilfully blind is actually adding to the issue. The collective for change becomes with someone starting a new ‘group think’....what's your group think?

Do you have any books that you think would be great for sharing? Let us know - info@freshseed.co.uk We may even share it next month!

IR35 Repeal - Plans now scrapped!

Fri, 21 Oct 2022 11:44:22 GMT

Here we go again....

Did you cheer following the September 2022 Mini Budget news that IR35 would be repealed from April 2023? We did too!

The prospect of freelancers being able to go back to determining their own freelance status, instead of many being burdened by the blanket “inside IR35”, really did put a big smile on our faces. We’ve been excited for more freelancer opportunities being available again from this point forward, and a boost for all contractors out there.

Our bubble has now sadly been burst with the new Chancellor, Jeremy Hunt, confirming on 17th October that these planned changes will no longer be going ahead. With the government changing their mind on matters so frequently these days, it’s pretty hard to keep up!

We’re sure there'll be plenty of swearing going on around the country from both contractors and employers after hearing this news. To be honest, we also swore here in the office, not only because of the impact of this news, but also because we’d initially written a lovely article about whether we believed the repeal was going to go ahead or not…we were obviously right to question it!

On the upside of this rapid U-turn, it means that the time and money that businesses spent on preparing for the original changes will at least not have been wasted (even though a reversal would probably have reduced overall business costs…). Hopefully little time will have been wasted in any preparations already made towards the repeal as well.

The lesson to be learnt here….maybe wait a while before imposing any changes announced by the government for the time being!

Are you supporting and managing your freelancers in the best way possible? Request a copy of our FREE Freelancer Toolkit by emailing us at info@freshseed.co.uk .

Looking for some line manager training with a difference that will keep delegates interested and engaged? Give us a call on 01926 357 355 or email info@freshseed.co.uk for more information on the type of training we’re able to offer - we’re not like elsewhere!

Too embarrassed to talk about female issues at work?

Fri, 23 Sep 2022 12:27:47 GMT

You’re not alone.....

It’s pretty shameful that many people are either too embarrassed to talk about female issues at work, or wince at the thought of having to have a conversation around the subject. We need to try and get away from the stigma surrounding this topic and help everyone at work to feel more open and able to talk about these issues (within reason of course, we don’t need all the detail).

Jess goes to work each day struggling with an abundance of fluctuating hormones making her feel like the world is against her. Laura suffers from excruciating periods; something which her GP is trying to help her with, but in the meantime leaves her feeling as though she’s taking on round 12 of a heavyweight boxing match. Taylor identifies as non-binary and is experiencing perimenopausal symptoms, causing heightened anxieties. Jenny doesn’t know whether they’re coming or going with the lack of sleep, fatigue, memory loss and mood swings they’ve been experiencing, not to mention the hot flushes.

Apart from the fact that all these individuals are suffering, what else do they have in common? Not one of them has discussed the way they are feeling with their managers or peers at work; neither have they been approached by their line managers to ask how they are. What’s the problem here? Quite simply…. Employee Care ! None of these employees feel comfortable enough to discuss their circumstances and feelings with their line managers, and similarly their line managers don’t feel comfortable to discuss matters with them either.

How will this end up if left to fester? BADLY . Without the right environment to discuss female issues, people will suffer silently, and managers may well assume that their employee is being difficult, has an attitude or is underperforming. Put together, this is a recipe for disaster.

Are you a line manager wanting to feel more comfortable around this topic?

Are you an organisational leader wanting to implement a better working culture and environment for your employees to feel taken care of?

Let us help you - we have many different tools on our belts to help guide and steer you in the right direction on this one. As creatives, we talk your language, so let us help you stamp out that embarrassment factor in a friendly, open and fun way.

Some examples of products and services we can offer you to help:

Employee Wellbeing: Training & Strategy Development
The Menopause: Training & Toolkit
Recognising & Resolving Issues: Training & Toolkit
Unconscious Bias Training (Toolkit coming soon)
Respect at Work Training
Line Manager Training
Values & Beliefs Training
Culture: Workshops & Culture Audits
Leadership Development & Coaching (8 week programme)

We have different options and price points so why not contact us below to discuss your needs and find out more.

I'm interested

Fresh Book Club - September

sarahb@freshseed.co.uk — Wed, 21 Sep 2022 15:16:25 GMT

This month we're reading....

“Time to Think: Listening to Ignite the Human Mind” by Nancy Kline.

Ever wondered what your listening skills are really like? Do you think you’re a good listener and can respond to the needs of others well?

This book focuses on listening skills, looking at how to listen with intent rather than waiting to jump into the conversation. So why does this matter at work?

So often we look for a solution, we rush to find an answer without considering the full impact of that action. When we don’t listen to our employees and we just do what we’ve always done, we may not be creating sustainable businesses but a business that will forever be in a crunch cycle. Learning to listen with intent will help you hear things as they are not as you think they should be and break the cycle of unsustainability.

Do you have any books that you think would be great for sharing? Let us know - info@freshseed.co.uk We may even share it next month!

Do you pay your Freelancers on time?

Fri, 26 Aug 2022 13:47:03 GMT

According to new IPSE research (the Association of Independent Professionals and Self-Employed), late payments to freelancers have worsened despite recent government reforms, meaning there’s still so much more to be done to help freelancers in this regard.

IPSE have also unveiled the top ten worst offending businesses for late payments in the UK following the launch of its new Payment Practices Index. We give them a high five for putting these companies in the spotlight and making freelancers more aware of the ones who are likely to delay payment.

Their research also shows that over a third of self-employed workers (35%) still haven’t been paid on time in the last 12 months. We ask why companies think this is acceptable when there really is no excuse these days for late payments. You never hear of a business not paying a salaried employee, so why should things be any different for a freelancer who has carried out the required work? Interestingly, it was also revealed that the average amount owed to freelancers due to late payment has in fact remained quite stable over the past two years despite reforms, rising from £5,140 in 2020 to £5,230 in 2022.

Did you know that where payment terms are not stipulated within a contract, you must pay the contractor within 30 days of receiving their invoice? For any overdue invoices, the contractor has the right to charge interest for late payment. Failure to pay may result in a statutory demand being received.

If more is not done to clamp down on late payments, then we risk seeing an ongoing detrimental impact on freelancers and self-employment on the whole. Do you currently use freelancers? Do you always ensure you pay them on time? We’d be interested to hear your views on this one - chat with us using the form below.

b33231e1

Good communication across your business helps work outputs, but are you doing it well?

You might be checking in regularly, running stand-ups, or sharing updates across the business. But if teams are still working in silos, unclear on priorities, or pulling in different directions, something isn’t quite clicking.

Small Signs, Big Problems

Spotting Capability Issues Before They Escalate

1. Absence

2. Performance Begins To Slide

3. Changes In Behaviour, Attitude and/or Engagement

Why Early Detection Matters

Line Managers - Are you having good conversations with your team?

996 - Crunch In Nature, Not In Name

What global companies can do about it

In a World Obsessed with AI, EQ Is the Real Power Move. We Talk About Why

How Do We Grow Junior Talent in the Age of AI

We’ve all heard that AI is here to take the "grunt work" off our plates. But if you look at the average career trajectory of almost any senior leader, they didn't start at the top.

The Other Relationships That Matter: Manager–Employee Boundaries Done Right

When people talk about relationships at work, they often focus on teams or peer dynamics. But the relationship that tends to have the biggest impact on someone’s experience of work is usually the one they have with their manager.

Boundaries Are Part of Emotional Intelligence

When Perception and Intent Don’t Match

Why Early Conversations Matter

Caring Without Overstepping

The Small Signals That Matter Most

A Final Thought

Navigating Difficult Conversations About Relationships at Work

How to Build a Company People Truly Love to Work With

After 20 years working in the people space, one thing has become very clear: there’s a real difference between a company that is good and one that people genuinely love to work with.

1. Purpose matters, but so does meaningful work

2. Trust is built through fairness, clarity and follow-through

3. Boundaries, communication and feeling properly heard

4. Managers shape how work feels

5. Action is what makes the difference

Practical steps People & Culture teams can take now to get ahead of the new Employment Rights Act

Now that it’s law, the major reforms of the Employment Rights Act 2025 will be phased in from February 2026, April 2026, October 2026, and into 2027.

How Upcoming Employment Law Changes Will Affect SMEs – And Why Now Is the Time to Act

The recent introduction of the Employment Rights Act 2025, formerly known as the Employment Rights Bill (ERB), is one of those points where employment law stops being background noise and starts demanding real attention.

Employment Rights Bill Finally Passes!

What it Means for Employers & People at Work (Without the Politics)

2025 HR Moments That Shaped the UK Games & Creative Industries

2025 will be remembered as a year that forced the UK’s games and creative industries to reset, sometimes painfully, sometimes productively.

HR teams were right at the centre of it all, juggling the emotional weight of redundancies with the practical demands of new legislation…all while trying to do their day jobs.

﻿ It wasn’t an easy year, but it was one that definitely moved the needle.

What Does 2026 Have In Store For HR?

As 2026 approaches, the world of work feels suspended between acceleration and exhaustion. AI is racing ahead. Regulation is shifting under our feet. Employees are speaking up in ways we haven’t seen for a decade.

And through it all, HR is being asked to hold the centre while everything else moves. With this in mind, we’re looking ahead to see what’s in store for 2026.

Phew...What A Year

If 2025 taught us anything, it’s that Fresh Seed doesn’t do things by halves. This year has been bold, stretching, energising and a little bit magical.

The Fresh Seed Guide to Getting Through Cold & Flu Season (With Our Homemade Remedies)

Here we go again. The time of year when someone sniffles in the office, and suddenly we’re all side-eyeing each other.

But instead of giving you the usual “drink water, wash your hands, sleep more” advice (because yes, we know), we thought we’d share some of the things we do at Fresh Seed when the first tickle in the throat appears.

﻿

Are these scientifically sound? Probably not. Do we swear by them? 100%

ERB Hits “Ping-Pong” As It Fails To Clear Through Parliament

The Employment Rights Bill (ERB) has not yet cleared Parliament. On 28 October 2025, the House of Lords stayed firm and insisted on a number of amendments that had been rejected by the House of Commons.

What does this mean for employers now?

Dads at Work

The Often Overlooked Piece of the Men’s Health Puzzle

The Silent Load: How Men Experience Mental Health Differently at Work

We talk a lot more about mental health at work these days, but for many men, silence still feels like the safest option.

Creativity Shouldn’t Have An Expiry Date

Hot Flushes And Cool Leadership: Isn’t It Time to Talk About Menopause at Work?

Menopause is still a word that makes some people shift uneasily in their seats, and it’s a topic that we’ve been avoiding for too long. But menopause isn’t a “women’s issue” in the sense of being sidelined — it’s a leadership issue, and it’s time we started treating it as such.

Breast Cancer and the Creative Industry

The Brutal Truth: Stop Stroking Your Ego - Your ‘Perfect Fit’ Might Be Your Biggest Hiring Flaw

Let’s talk about something a lot of founders, leaders and hiring managers do (sometimes unknowingly): hiring their double. But here’s the problem - if your team is made up of people just like you, who’s filling the gaps and doing the stuff you can’t do? ﻿

Disability Discrimination Claims Are Up 40%! We Explore Why, What Employers Keep Getting Wrong and How You Can Get It Right

New stats show that disability discrimination claims have jumped a whopping 40% in the last year. That’s nearly 12,000 cases going through Acas’s early conciliation process - up from around 8,500 the year before. And guess what’s behind a big chunk of that rise? Mental health.

The Two Extremes We're Seeing

Both Extremes Are a Problem

2026 in Focus: What the ERB Roadmap Means for Employers

Key Dates: What’s Happening and When?

Immediate (Following Royal Assent in 2025)

April 2026 – First wave of change

October 2026 – Expanded obligations

2027 – Final phase

Key Takeaways for Employers

How Fresh Seed can support

﻿

It’s Not About Where You Sit - It’s About Who You Trust

You Say You Want a Strong Culture? Let’s Talk About the Messy Bits.

So What Can You Actually Do?

It wasn’t an easy year, but it was one that definitely moved the needle.

Let’s talk about something a lot of founders, leaders and hiring managers do (sometimes unknowingly): hiring their double. But here’s the problem - if your team is made up of people just like you, who’s filling the gaps and doing the stuff you can’t do?