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​Among the many practical workplace measures employers can offer to support employees going through menopause, a dedicated menopause policy will provide a foundation for fair treatment and a point of reference for employees in need of advice or guidance. A willingness to listen to those who are facing this sometimes-challenging life stage amplifies a company’s culture, demonstrates a commitment to learn and act, ultimately leading to greater employee happiness and retention, and new talent attraction.

To help you decide on the type of support you might offer your employees, we have created a menopause template outlining what menopause is, who it affects, common symptoms and some practical steps that might be considered to help people manage their symptoms at work – from flexible working to desk fans and access to quiet wellbeing spaces.

In June 2023, Reed conducted a snap survey of 1,000 employed women in the UK aged 45-54 who are experiencing the menopause. When questioned whether they felt their symptoms affect them at work physically, 74% agreed – while a shocking 77% said they felt their symptoms impact them mentally.

And while 44% state they are comfortable talking to their employer about menopause, an almost equal number – 42% – are not, suggesting more needs to be done to support workers.

According to the survey, 46% of people said their employer does not have a menopause policy in place, while 28% didn’t know. Using our template can remove the doubt and uncertainty among staff and instil confidence in receiving support when needed.

Our editable workplace menopause policy template includes:

• What is menopause?

• Understanding the terminology

• Some common menopause symptoms and the support available

• Key responsibilities and who to contact

• Additional support

Menopause can no longer be swept under the carpet – our policy template can be used as a guide to update your current policy, or will allow you to create a policy if you don’t already have one.

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​​Inductions are vital to ensuring new staff settle into an organisation and make a positive impact. Using a straightforward induction checklist can make onboarding simpler and more effective.

A concise and well-structured induction checklist for new staff can heighten the entire induction process, leading to seamless onboarding and, most importantly, allowing the new starter to hit the ground running.

Using an induction checklist can remove some of the pressures managers and HR professionals face. We examine everything you need to know about an induction checklist.

What is an induction checklist?

An induction checklist outlines the activities set for a new employee to complete within the initial stages of their employment. Its purpose is to ensure objectives are met and organisational matters are understood and to avoid omission or duplication of information.

A staple of the onboarding process, an induction checklist is a critical tool that has proven success in effectively managing new starters. It doesn’t, however, cover tasks that need to be done before the new employee arrives. Equipment, uniform, passwords and software access should be planned well in advance so that the new starter has everything they need from day one.

The benefits of creating an induction checklist

An induction checklist helps your employee settle in quickly, giving them a sense of direction from the start of their career at an organisation. This will improve their overall productivity, through the checklist’s set tasks aimed at increasing their knowledge of the company, their rights and, ultimately, their responsibilities. Induction checklists don’t just benefit employees, they can also make a manager’s job simpler.

During the induction process, an induction plan template helps ensure the right materials, policies, procedures, and workflows are all actioned and accounted for.

Using a staff induction template prepares the new employee for each step, reducing any anxiety, while also making sure all necessary administrative areas are covered. A well-structured checklist can ensure the smooth running of the induction process and can also be transferable to most roles across multiple sectors.

What should be included in an induction checklist?

The activities and tasks listed in an induction checklist vary from organisation to organisation, depending on various elements including the size of the company and the sector or industry they fall under. Popular inclusions are as follows:

Employee's personal information

This section includes the name of the employee, their job title, staff ID number and start date. Some employee induction templates also include a detailed list of all paperwork that needs to be compiled and submitted to human resources on the first day (passport, p45, qualifications etc.).

First day tasks

Ensuring that new employees are familiar with their surroundings and the people around them is crucial on the first day of work. New employees should meet fellow team members and relevant managers, be assigned a workstation, issued with office ID badges and given a tour of the facility.

Introduction to the company

An introduction to the company should be conducted within the first week of the new starter joining the business. This gives the new employee the chance to learn more about the company's history, values, management style, objectives, products and services, organisational structure, and key stakeholders.

Introduction to the role

Most importantly, the employee will need an understanding of how they fit into the organisation, their day-to-day tasks that integrate into the company's practices, their main responsibilities and priorities, as well as department-wide goals and objectives.

Terms of employment, such as pension contributions, working hours, pay, lunch breaks, annual leave and claims and expenses should also be covered.

Induction checklists should also include an organisation's code of conduct, discipline, absenteeism, and relevant policies. Other information such as office dress code, operating procedures and use of company resources need to be relayed to the employee.

Health and safety

New employees will need to attend training to learn the company's health and safety policies, including first aid, safety measures, emergency evacuations, firm alarm drills, as well as the location of fire extinguishers and first aid kits.

One month review

After one month in the role, it would be worth the new starter having an extended one-on-one meeting with their line manager to evaluate how they are adjusting to their role and whether there is a need for further training or development.

Three-month review

The line manager should hold further discussions with the employee to review performance, pinpoint areas of improvement and set longer-term objectives, while adjusting any targets if the employee is either up to speed or slightly behind.

Six-month review

If the employee is on a six-month probation, this is the point to decide whether to retain them, release them, or extend the probation if needed. If the new starter passes their probation period, objectives will then need to be set for the next six months. The six-month mark presents a prime opportunity to ask the employee for feedback on the induction process, what they think worked well and what they feel could be improved.

Do remote employees need an induction checklist?

They may not be in the office, but that doesn’t mean remote employees don’t need an induction checklist. In fact, an induction is even more important to remote employees, who can often feel isolated or become inadvertently left out.  

As remote onboarding becomes more common, use of an induction checklist should eventually become standard practice. 

Our free induction checklist template is designed to simplify the onboarding process and support your new starters through their first six months. 

Whether you are looking for guidance to use across your own company, or interested in learning more about what you need to include, our comprehensive checklist is an indispensable tool to help you and your new employees.

Download the free checklist now.

​​Due to the current economic climate, businesses may be presented with some difficult decisions to make regarding their workforce, including redundancy.

Managing and making staff redundancies across a business is often an unpleasant but necessary task that many employers may have to consider when reducing their headcount. When faced with the prospect of making redundancies, it’s important for employers to manage the process effectively and efficiently to minimise the impact on both the affected employees and the entire business.

Here are some steps employers can take to manage staff redundancies:

Create a redundancy plan

Having a redundancy plan in place will help employers effectively manage every stage of the process, from consultation and planning to notification and evaluation. It’s important to make sure the initial plan includes checks to see if there is a genuine redundancy situation, what the timescales are, and how consultation will take place.

For each stage of the plan, a record needs to be kept, ensuring the entire process is accountable to be delivered efficiently and legally. Redundancy plans should include: 

• An explanation as to why redundancies are being made 

• A timetable outlining next steps

• The meeting process for all affected employees

• The meeting process for all unaffected employees

• An outline of the redundancy criteria and selection process

• How the announcements will be made

If redundancies are in fact unavoidable, the latter stages of the plan should also include selection, notices and payments.

Be lawful, fair and transparent

Redundancy can be seen as a fair reason for dismissal, but should only be used in certain circumstances where the employee’s role no longer exists and/or is no longer required within the business.

As such, when considering employees for redundancy, employers should use a selection criteria that is fair and objective, which might include an employee’s:

• Skills

• Experience

• Performance

• Length of service

Employers must comply with employment laws and regulations when managing redundancies.

Following the correct legal procedure is imperative, as failure to do so can lead to wrongful dismissal claims. Employers should consult with employees and/or their representatives when making decisions that affect their jobs.

Offer clear communication

As with most situations that concern employees, communication is key when it comes to managing redundancies. Be open and honest with employees about the situation – it always helps to explain the reasons for the redundancy and provide as much information as possible about the process.

This information can be hard to hear, so employers are encouraged to act sensitively to the emotions of those affected and provide support where necessary. For that reason, the process needs to be transparent, and employees should know what to expect throughout.

Alongside the employee, it’s important to remember that redundancies can impact the business in more ways than one – and stakeholders with an interest in the organisation should also receive clear communication. Anyone from customers to suppliers and investors have the right to be informed about any changes, but the focus should be on reassuring them about the future of the business.

Remember, communication is there to help to manage any negative impact on the organisation’s reputation or relationships.

Provide employee support and guidance

Redundancy can be a traumatic experience for any employee. Therefore, providing the necessary support and guidance to help affected workers cope with the news can go a long way, not only in terms of maintaining best practice but for business reputation.

Employers can help employees through:

• Finding new employment

• Accessing training and reskilling opportunities

• CV support and career coaching

• Job search advice and recommendations

As redundancy is a last option, it’s worth considering whether there are any suitable alternative roles within the business that impacted employees could be offered.

Anyone who has worked for their employer for at least two years at the time their job ends should be offered an alternative role if one is available, or at least be made aware of any opportunities across the business. This may involve individuals undertaking training or upskilling to take on different roles – but if the offer isn’t taken up, the employee will be deemed as dismissed through redundancy and be entitled to receive statutory redundancy pay.

This payment is there to help employees during the transition period as they look for new employment, and should be calculated correctly and paid in a timely manner.

Consider remaining employees

Redundancies can have a significant impact on remaining employees, who may feel demotivated, stressed, or uncertain about their own job security. As much as the focus may be on creating a supportive environment for those leaving the company, be mindful to keep your existing workforce updated and supported throughout the stressful period.

While those workers may not have faced dismissal, they may have been affected by witnessing the experience of their colleagues, which can negatively impact their morale. This can be harmful to the working environment, business operations and to employee performance.

Continue to learn and adapt

Managing redundancies can be a difficult process, but it can also provide an opportunity for an organisation to learn from the experience and improve upon its practices. Employers should conduct a post-redundancy review to evaluate the situation and identify any areas for improvement so, if it does need to happen again, the business is better prepared.

During the redundancy talks, it may be worth taking any feedback on board from the affected employees. This can be used to make changes to any practice and policy currently in place, and, most importantly, improve the support and guidance provided. Proactive measures can help build resilience and better prepare managers for any future challenges.

Employers should also look at their redundancy process as a whole, making sure line managers are able to confidently deal with these types of situation. According to research by employment law support firm WorkNest, 74% of employers aren’t providing any training to their line managers on how to handle redundancies – indicating the scale of potential emotional damage that could be routinely occurring though no fault of their own.

Staff redundancies can be a challenge, but it’s imperative that the process runs as smoothly as possible. By taking the time to plan, execute and evaluate the task, employers can minimise the impact that redundancies can have on all involved.