How to Handle Lay-Offs – Twitter vs Stripe

How to Handle Lay-Offs – Twitter vs Stripe

A tale of severance & five essential lessons for leaders

Is there ever a ‘good way’ to tell people they no longer have a job? Well, Twitter and Stripe have recently had to grapple with this challenge, with other companies, such as Meta, following swiftly behind.

Twitter & Stripe: Do They Practise What They Preach?

How leaders respond and communicate in difficult times is key to the health and wellbeing of both their people, and their business. Many companies have often already publicly declared how they want to talk to people, through proudly displayed value statements on their websites.

Blowing your own trumpet on what matters to your business is great, but it must be real. Have a little read of how important Twitter thinks healthy conversation is.

In summary … ‘should be able to speak your mind’ … ‘find credible information easily’ …’want you to be part of the conversation’ … ‘you should feel safe.'

Then consider the chaotic communication around the severance of potentially 7,500 Twitter staff over the past few weeks. This story has been delivered to the public domain through knee-jerk tweets from company leaders, complemented by tales of exceptionally poor treatment shared by disgruntled (and who can blame them) former employees.

Twitter slashed nearly half of its workforce without any warning or formal process

In stark contrast, financial infrastructure internet startup Stripe, issued a bold press statement, publicly explaining how and why they would be laying off 14% of their workforce.

In a message that was slick beyond belief, the leadership team explained clearly what they were doing, and took full responsibility for mistakes that had been made.

Their brand values? Well, they include: ‘move with urgency and focus’, ‘think rigorously’ and ‘optimism’. Their statement about staff lay-offs, is a perfect ode to their brand values. This is a crucial lesson for all leaders. 

Create strong values, that you can really live by. Make them the foundation for your business and you will have a unshakeable confidence that will help to guide you through the tough times. This nugget, is the first of our essential lessons for leaders on laying people off with decency and integrity …

Stripe cut 14% of its staff and released one of the best statements I've ever seen

Live your values – more so during challenging times

  • Values guide how leaders behave and how we make decisions.
  • Strong values help you when the sh*t hits the fan, living by them also matters to your customers.
  • Contradicting your own values makes you look insincere, weak and degrades trust. It will impact your people, your customers and your supply chain.

Lay-off and redundancy procedures should, as a minimum, be legally compliant

  • It’s the basics. Make sure you understand your legislative requirements. The CIPD and ACAS have lots of guidelines on redundancies and lay-offs.
  • For more nuanced support, that addresses how to approach lay-offs with compassion, integrity and focus, consider working with an external consultant, who can guide your HR with a fresh pair of eyes. 👋🏼 Hiya!

Word will get out – manage the message

  • You can try to mitigate the wider impact of lay-offs, short-time working and redundancies by being transparent and ‘owning’ the process publicly.
  • Obviously, a big company, like Stripe, has a huge number of high-profile clients.
  • But equally, lay-offs and redundancies in a small town business, will have an impact on how you’re perceived in the local community. Both as an employer and as a supplier.

Remember the people left behind – support them

  • It’s tough to be laid off or made redundant, but it’s also hard to left behind. Help your team to understand what’s happening.
  • Communicate clearly and make sure managers are briefed to be able to help the team to regroup and move on as soon as possible.
  • Organise how you will move forward by reprioritising your goals (and communicating those priorities), making sure that your team has a plan to manage the work with a reduced workforce, and by continuing to provide performance and wellbeing support.

Put a recovery plan in place

  • When you plan your restructure don’t forget to include a programme for what will happen after people have gone. What will the company look like in the future, and how will you get there?
  • Also, if you are going to implement a recruitment freeze, how long will this last and what will the impact be on both your team and productivity?

Always follow your internal procedures and comply with employment law

Final thought

Above all, leaders must take note of the clear legislation and guidance from ACAS to guide employers who are considering making redundancies.

If you’re not sure which process and procedure to follow, or which legislation applies to your changes, talk to your HR Business Partner or give us a call.

I need HR support to restructure my team

Ending people’s employment is one the hardest things you must do as a leader. We have lots of experience in supporting organisations to make difficult decisions with compassion and confidence.

If you could benefit from the advice of an experienced specialist, then please, get in touch.

Does your HR team make things easier or are they getting in the way?


Improve People Management, Reduce Pointless Admin and Get Your HR Team Firing on all Cylinders!


We’ve talked a lot recently about how to spot when things aren’t going well. We’ve covered cultural blindspots, festering grievances and ineffective organisational structures.

A HR Manager has piles of paperwork in front of him

In lots of cases these problems emerge because those in charge of managing HR are distracted by other stuff!

From holiday pay and recruitment challenges through to furlough – a busy HR team often gets bogged down with no time to see the big picture. It doesn’t have to be this way!

Changes to company infrastructure and HR systems could revolutionise the capacity of your HR team and make it easier for your organisation to get things done. After all, most (if not all) HR people want to do the best for you, your teams and your customers.



Our job as HR practitioners is to enable you to achieve your goals and objectives


What parts of people management should sit with HR?

This might come as a bit of a shock, but virtually all day-to-day people management decisions should sit with line managers, not HR.

This means everything from 1:1s, performance coaching, recognising achievements, managing attendance, and so on …

Organisations that manage people through a centralised HR department are outdated and often not resourced effectively. Gone are the days of HR making decisions for managers or telling managers what to do.



In modern organisations, it’s HR that enables and managers that manage


Great. But what are HR doing, whilst I’m doing all the people stuff?

Andrew Knight HR Consultant is at his office in Cardiff and talking on the phone to a business partner and making notes in his journal

It makes more sense for teams to be given the skills and flexibility to manage their people properly.

If you can achieve this, then your HR team will have the time and space to make your organisation function better. There are four things they can do to achieve this (Ulrich model):


Be a Strategic Partner

  • This is about the alignment of HR activities and initiatives with your business aims and strategy.

  • Strategic partners see beyond the internal function of HR to consider the customer and how best to organise the business to serve their needs.

  • It’s usually a job for HR Directors and HR Business Partners.

Be a Change Agent

  • An HR team can be instrumental in supporting change that helps the business to achieve its aims.

  • It’s not about restructuring for the sake of it.

  • The role of HR is to be an expert and trusted adviser, and driver of change activities.

  • They should also be able to understand the future skills and talent needed to make any organisational changes a success.

Be an Employee Champion

  • Being an employee champion is about doing the best for colleagues, leaders, and customers, it shouldn’t be confused with formal advocacy or trade union activity.

  • Good leadership, clear brand values and a solid organisational moral compass will nurture authentic employee champions.

  • These people are crucial and act as the conscience of the business, taking care of people at all levels equally, and prioritising ethical and fair business practices.

Be an Administrative Expert

  • We don’t mean the world’s fastest touch-typist!

  • In the past HR was about writing letters and documents for managers as they ‘couldn’t be trusted’ to do it themselves.

  • These days it’s about creating efficient administrative systems, providing user-friendly templates for managers to personalise and most of all, maintaining excellent HR technology that enables people.

  • In short, this is where HR can and should, get out of your way.



HR falls down when we focus on one role and not excellence in all areas


How are HR using technology to manage and enable people?

Knowing when to automate processes and when the human touch is still needed, is a key skill for HR leaders.

A manager is reviewing an employee appraisal and is smiling

We all expect on-demand and instant service, from banking apps to self-service tills in stores, HR is no different.

Our colleagues expect to be able to easily make holiday bookings, record appraisal ratings and access their data at the touch of a button.

An HR team that’s nailed being an ‘administrative expert’ will be creating, maintaining, and evolving systems, tools, and technology to serve you better. Remember, a system with even a minimal level of automation can save hours of wasted time and admin that does not add value, freeing-up time for HR teams to add value in other ways.



HR technology can be used to enhance engagement and save valuable time


What is the gold standard for a modern HR team?

A photo of a HR Team is shown and not in focus. We can see the outline of people meeting with the backdrop of sunlight coming through the office window

Obviously, all organisations are different, but the key is to enable your HR Team to be an integral part of the business, not an afterthought.

HR Teams come in all different shapes and sizes, but the best and most effective HR functions a focused on their customers.



Award-winning HR Teams enable managers and teams to achieve their goals


We’ll give a gold star to any HR team that …

  • Puts the customer first – HR is a core support function, so an overhead that you need to get the best value for. HRBPs and HR Directors should be structuring the business to better achieve your customer goals. When you understand what the customer needs you can shape systems and processes accordingly.

  • Is a genuine catalyst for change – Top HR teams will ask tough questions about how you’re going to achieve your objectives. This can result in minor adaptations and actions, or major restructures and changes to how the business works. Either way, a top-notch HR team will be help you to manage change effectively and sustainably.

  • Empowers others to make change happen! – Your HR team should be the experts at enabling and empowering managers to deliver the business plan for your customers.

  • Makes the best use of talent and skill – Specialists specialise and generalists generalise. Wait…what? We’re talking about making the best use of talent, skill, and experience both within your team and elsewhere. Rely on your HRBP to get the best from your HR service and help you achieve your goals, and leave specialists to deliver project work and key goals across the organisation.

  • Is totally prepared to say ‘no’ – The best HR teams help leaders to avoid unfocused vanity projects and ad hoc ‘people initiatives’ (so unhelpful) that aren’t linked to a proper strategy or business goals. Empower your HR Team to say ‘no’ to things that will not help to achieve your vision.


How can I achieve HR gold?

Be bold and give more power to the people! If your HR team is micromanaging every person in your business from some ivory tower (or just a bog-standard red brick HQ) have a good think about what they could achieve if they weren’t rubber stamping holiday request forms or typing up appraisals.

There is so much that can be achieved by overhauling outdated systems. Even by introducing one single approval workflow in a business, we saved 1,000 hours of management time over a year.

Give me a call and I’ll explain how even minor changes like this can make a dramatic difference.


I need the help of a HR specialist to transform my HR function

You might not know how or where to start changing things to create extra capacity in your HR Team. You might need an experienced and knowledgeable HR specialist to help you get started and create an action plan.

I love working with HR Teams to release capacity and release their potential. Who knows what they might achieve?

Get in touch for a friendly chat about how I can help.



Image credits

Images sourced from Canva Pro and are photographers are not individually credited. If you see one of your photos above, please let us know so we can credit you here. Photo of Andrew Knight by Nick Morrish from Nick Morrish Photography


HR myths busted: “You can ‘Lift and Shift’ an organisational structure from one business to another”

HR myths busted: “You can ‘Lift and Shift’ an organisational structure from one business to another”

Thinking about copying an organisation structure? Please don’t do that!

If you’re looking to make a change, it can be tempting to try and transplant or improve upon an example that has worked brilliantly for another organisation. Amazing examples that get a mention on a podcast, or in a book can be thought-provoking and provide ideas but ‘lifting and shifting’ a design from one organisation to another rarely works, because just like you, your organisation is unique.

Having said that, there are four broad ‘types’ of organisational structure that you may have heard of, which are useful to understand.

‘Lifting and shifting’ an organisation structure rarely works, because your organisation is unique

The Four Organisational Structures

There are four types of organisational structures that can be seen across most organisations: Function, Product, Geography and Customer.

These four archetypes are the building blocks that organisations typically use when they’re (re)designing and (re)structuring their teams.

There are pros and cons to all four structure types and in reality, you’ll probably see a blend of the different types of organisation structure in use in your workplace today.

There are four types (or archetypes) of organisational structure seen in most companies today

  • So you’re probably wondering how are the most successful organisations structured?
  • What’s the ‘secret sauce’ for a great organisation design?
  • Where should I start if I’m thinking about restructuring my teams and my business?
  • Which of the four archetypes is most effective?
  • Well, that depends on what you’re trying to achieve…


Functional structures organise and group work together by common activity.

In a functional structure, each function within the organisation is a separate ‘entity’ that is managed vertically by a Head of Function or Chief Officer.

Functional areas are sometimes referred to as “silos”. Communication generally follows the reporting lines (or hierarchy) of each function cross-departmental communication is usually handled by the department heads.

Functional structures organise and group work, and therefore teams, by common activity

  • Functional structures work well when you’ve got a single line of business but can be challenging when you grow your product/service portfolio as nobody has end-to-end responsibility for product/service.
  • When the work teams do is sufficiently specialised, functional structures can create efficiency and allow teams to focus right in on what they’re great at.
  • When communication between departments can only be achieved by sending messages up the ‘chain of command’ to be passed at a senior level and cascaded down in another function, this can create blockages, duplication and barriers to productivity.


Product organisation structures will group work by division, category, sector, or business unit.

In a product or divisional structure, it’s unusual to find any overlap between divisions. Typically, divisional leaders have high levels of autonomy and do not need to coordinate activity with other teams.

This usually means that each division is ‘self-contained’ and has its own resources to support that product line, e.g. its own marketing or product development teams.

Product structures are often organised as ‘self-contained’ and autonomous teams

  • Many large corporations and multinationals have a multidivisional format, trading through subsidiaries and using the parent company’s brand name and/or intellectual property.
  • Whilst subsidiaries or divisions benefit from the investment in branding by the parent company, it can be challenging to maintain consistency across each ‘self-contained’ or autonomous team.
  • Sub-cultures can also be an advantage when well-managed, allowing for inclusion and expression, but can cause damage when allowed to diverge from an organisations core values, purpose, vision and mission.


Geographic organisation structures will group work by, well, geography!

In a saturated market this might look like an area or regional structure. In new markets, teams may be grouped together by country or territory.

Core products/services may be standardised but geographic teams are empowered to make decisions based on local culture, politics and tastes.

Geographic teams are, well, organised by geography, and usually empowered to make localised decisions

Geographic structures take many forms including satellite offices, websites and offerings tailored to local markets, and area/regional/country/global headquarters. In short, anything to stay close to customers.

Geographically dispersed teams can react more quickly to local events, cultural shits, political changes and the evolving tastes of their customers. Ever noticed that some soft drinks taste sweeter or more bitter in other countries? That’s a great example of a geographic team making a local decision to suit the market, whilst maintaining the core product offering.

Sometimes a geographically distributed team can duplicate resources and effort; I’ve even heard of three teams at one company all working on the same project without anyone realising. Without really top-notch employee engagement and internal communications, the business can end up competing against itself. This has the potential to mix messages for clients, and possibly create waste and inefficiency.


Customer structures will group work by prioritising the customers’ need for a single point of contact.

It’s fairly common to see customer structures when organisations group activity towards customers with similar buying behaviours.

If you ever meet a sales representative, account manager or customer relationship manager, the chances are that organisation is using a customer structure. It’s nice to know that they’re organised around your needs, eh?

  • But a customer structure isn’t just for organisations with a product or service to sell. Many not-for-profit organisations and social enterprises offer services for clients with similar needs
  • Having a single point of contact (often through a caseworker, community officer or advice service) means that customers have consistent contact with someone who can help them with everything. It’s a one-stop-shop built around the needs of the client.
  • There are drawbacks to customer structures, particularly if the relationship deals with sensitive issues, such as social support services or relationships with vulnerable clients. The customer often sees the person delivering services as ‘the company’ and any changing of the guard can often have a negative impact on clients.

Customer structures organise teams by the need for a ‘single point of contact’ or common buying behaviours

  • Many healthcare professionals also operate within a customer structure, e.g. your local GP. When you see a make an appointment at your local health clinic, you’re getting access to a range of general healthcare options via a single point of contact. Specialist care is provided elsewhere and referrals are based on ‘customer’ need.
  • On one hand the customer structure enables a necessary triage and diagnostic service, on the other hand it creates a blockage and potential ‘gatekeeper’ for patients to ‘satisfy’ before accessing other services.
  • Human nature being what it is, if you can’t get to your GP or indeed if you don’t want to wait for an appointment, it’s tempting to work around the triage system and use another access point (in this case, A&E).
  • Perceived inflexibilities for service delivery and issues with capacity, ultimately result in pressure elsewhere in the organisation. Great communication and prudent capacity management are key.

Don’t know where to start when it comes to supporting your team through the Cost of Living Crisis?

We are passionate about finding ways to help bosses do the best they can to look after their people.

Some of what we’ve outlined here is simple, but implementing activity that’s targeted to help those that need it most often gets businesses in a pickle. Primarily because they get bogged down about treating all employees the same.

If you need help to work how to support those that need it in a way that’s fair and legal, then please drop us a line. We’d be happy to talk to you.

Mergers and Acquisitions: How to Spot and Avoid Culture Clashes

Mergers and Acquisitions: How to Spot and Avoid Culture Clashes

What is company culture and why does it matter if the old and new are not aligned?

There are rules for all the legal bits of a merger or acquisition process, yet there is no bible or handy instruction manual for the successful transfer or integration of company culture.

What is workplace culture?

There is no magic formula, but regular and meaningful is a good rule of thumb.

Workplace culture is your way of doing things, your approach and style of business. It’s the difference between ‘my door’s always open’ and ‘make an appointment with my PA’. It’s often tricky to explain but culture manifests itself through leadership style, how you treat your customers and colleagues, and the diversity of your workforce.

Culture can be seen in your people, personality, structure, purpose and values.

How can culture impact M&A?

An unforeseen culture clash creates an uncomfortable, disengaged work force.

If people don’t understand the values and objectives of the newly merged business they will quickly retreat into the familiarity of the old. This can slow down the integration of departments and operational systems. It also compromises customer service and sales if frontline colleagues don’t understand what kind of messages they should be communicating.

Every successful merger and acquisition has a plan to retain key talent and avoid an exodus

  • Everyone’s talking about the great resignation at the moment, so it’s more important then ever before to have a plan for engagement, talent and culture. Especially if your acquiring a business or merging two organisations together.

How can I assess the culture of my acquisition?

It might be tricky to really get under the bonnet of your acquisition in advance of the legal transfer date. Certain information around TUPE, finances, compliance and commercial integration, are accessible. But when it comes to engagement and culture, you’re not going to be able to hover around the water cooler or join a team meeting to gather intel!

If you’re using an independent HR consultant to help you navigate the legal aspects of your merger or acquisition this can also be a great way to assess potential pain points and plan for the challenges ahead. An independent person may gain more access to the company being acquired and can help you learn more about the people you’re bringing in.

What clients say about our approach to M&A

“He did all the detail but he was also great at creating relationships. So whilst we were getting all the paperwork and legal stuff in place, he worked really closely with the individuals that were going to come into the business to build trust with them.”

Heyley Selway
Chief Executive, CCHA

“Studies from the Queens School of Business and the Gallup Organization showed that organizations with low employee engagement scores experienced 18% lower productivity, 16% lower profitability, 37% lower job growth, and 65% lower share price over time.”

Emma Seppälä & Kim Cameron

Harvard Business Review

Why does culture matter?

Clearly defined culture is a sign of a positive, engaged workforce, which means exceptional customer service, confident sales and marketing, increased productivity, reduced staff turnover and a better share price. Why? Because when everyone is working towards a shared vision your people are an amazing asset. When they don’t feel part of the bigger picture they switch off, and can do some serious damage.

Try to understand what the cultural differences are between the old and new company. Nip any opportunity for a ‘them and us’ dialogue to take hold with a clear communication plan that’s put into action pronto!

An engaged workforce is more profitable – can you afford not to think about culture?

Do leaders know how to promote positive culture?

If people are used to being managed in a certain way it can be deeply unsettling when a new regime comes along. One of the best ways to establish your organisation’s culture and ethos early on, is for management to get out on the shop floor and talk to people.

As a minimum, you should plan on hosting a Welcome Meeting where you can meet your new colleagues and tell them a bit about you and the new company. You can do more. Whether it’s a staff conference, video message, virtual event or just chatting informally to teams or individuals, nothing reassures people more than a boss that takes the time to listen.

As well giving people practical, operational information about how the business will look in the future it’s a great opportunity to gain insight into how people are feeling about the change.

A Welcome Meeting is a ‘must do’ when it comes to mergers and acquisitions

  • Working out a change management plan in advance can give leaders structure and focus as they communicate their vision to employees old and new.
  • This doesn’t come instinctively to everyone. You might be a sector-leading professional, with a multi-million pound business but actually have no idea how to inspire your workforce. Or you might just be shy! Use leadership coaching to help you articulate why the business matters and what your aspirations for the future are.
  • It will help your team understand the right way of doing things and in times of pressure and stress they will feel confident about what you and the organisation stand for and which behaviours are unacceptable.

How can I take people with me?

As you plan for the future, consider the composition of your workforce.

If your organisation is office-based and you’re acquiring a business that works out in the field, how will you make those people feel welcome and avoid a two-tier workforce? Your ways of working and communicating historically may not suit your new colleagues. Sending an internal newsletter once a week via email is no good if half the business don’t sit at a desk (or have a smartphone).

As you move forward, find communication channels that work, so you can keep people informed, feeling part of the same team and contributing to your business goals.

Communicate in new ways to reach colleagues at all levels during and following an acquisition

  • Ultimately it’s people that make the organisation tick, so make sure your people soak up the right information, so they’re able to perform in the way you want them to.

Don’t know where to start when it comes to supporting your team through the Cost of Living Crisis?

We are passionate about finding ways to help bosses do the best they can to look after their people.

Some of what we’ve outlined here is simple, but implementing activity that’s targeted to help those that need it most often gets businesses in a pickle. Primarily because they get bogged down about treating all employees the same.

If you need help to work how to support those that need it in a way that’s fair and legal, then please drop us a line. We’d be happy to talk to you.

How to put people at the heart of company decision making

How to put people at the heart of company decision making

Introducing a HR strategy that automates simple tasks and frees up time to focus on building a positive, people-focused company culture

Introducing a HR strategy that automates simple tasks and frees up time to focus on building a positive, people-focused company culture

  • There are many misconceptions about the role of HR, which are often driven by a lack of visibility.
  • When managers take accountability for people tasks that were traditionally considered part of the personnel function, it’s often seen as an indicator of good leadership; a sign that the people at the top of the company communicate well with their team. In many instances, there’s not always a need to call on HR to settle issues surrounding things like contracts, training, appraisals or bonuses.
  • It’s more common to call on HR when a more technical or complicated people-related issue comes up. For example, when there’s uncertainty around regulatory or legal requirements surrounding employment, HR may be brought into the conversation as subject matter experts.

Misconceptions about HR are driven by a lack of visibility.

  • A natural downside to this way of working is that many employees will only ever come across a HR professional when they’re being interviewed, or having to go through some sort of formal performance management or disciplinary process. This means that HR is sometimes seen as the department of ‘hiring and firing’, or that the ‘H’ in HR stands for anything other than human.
  • I believe there’s a better way to approach the integration of HR in organisations: one that still allows leaders to stay connected with the people in their teams while placing the focus on core company values to better care for both colleagues and customers
  • HR is the custodian of fairness, equality and inclusion in any business. This means that they’ll put systems and processes in place to make sure that you’re not discriminated against. You may not see them at any point during the selection process, but if you’re treated with dignity and respect, we’ve done our job right.

How should I be managing and developing performance in my organisation?

  • The key to managing performance is open and transparent conversations, where the employee feels in control of their own destiny.
  • Both employer and employee know what’s expected of them, what they’re great at, and where they need support. It’s not rocket science, this approach builds engagement, which is better for business.
  • Research shows engaged employees generate 43% more revenue than disengaged counterparts. High engagement can also lead to a tripling in profit growth, an 87% reduction in staff turnover and a 20% improvement in performance.

Why quick fixes aren’t enough

  • There’s no question that many businesses set out to do the right thing. Leaders often strive to live and breathe the core values of the companies they run, so that their actions, behaviours and decisions are consistent with these values and their organisation’s overall purpose.
  • Some of the ‘quick fixes’ that businesses choose to demonstrate that they value their people and communities include:
  • Flexible reward and recognition schemes
  • Paying at least the living wage
  • Developing a pipeline of leaders within the business
  • Reinvesting profits in community investment schemes to demonstrate social value

Quick fixes won’t create a lasting and positive culture

  • While these actions are all commendable, there are wider and more strategic decisions that can be taken to create a lasting and positive culture. This is where a dedicated HR expert can help.

A new model for HR

  • Executives, directors, boards, business owners and leaders might consider moving from the Ulrich model (where HR is separated into roles such as employee champion, change agent, strategic partner and administrative expert) to a more evolved HR network model – one that builds on the success of existing business partnering relationships.
  • Nowadays the majority of service centre work can be dealt with via automated workflows, AI, chatbots and self-service apps, allowing people to take care of admin tasks themselves. This means that tasks like managing annual leave balances, recording absences and related documentation or making basic queries about salary payments no longer require the resources they once did.

The team that previously would have managed such tasks will now be free to manage self-service platforms and related processes. In larger organisations, personalising and tailoring these platforms to the needs of the people who use them can be achieved without sacrificing efficiency or compliance.

HR needs to change. It’s time to focus on ‘people not process’

Meanwhile, HR project teams can act as internal consultants, focusing on work that is directly informed by the company’s people strategy. Their expertise can call upon a blend of internal and external resources, with subject matter experts working on important strategic areas of work such as:

  • Organisational development
  • Organisation design
  • Diversity and inclusion
  • Rewards

By following a model like this, HR becomes a network of change, engagement and influence. Your people team becomes a key part of wider business decision making, blurring the traditional boundaries of HR and putting people at the very heart of what the company does.

HR networks are excellent at building and growing relationships, managing change and engagement and work to achieve the wider strategy goals. When you consider all this, it seems natural to include HR in your decision making process.

Don’t know where to start when it comes to supporting your team through the Cost of Living Crisis?

We are passionate about finding ways to help bosses do the best they can to look after their people.

Some of what we’ve outlined here is simple, but implementing activity that’s targeted to help those that need it most often gets businesses in a pickle. Primarily because they get bogged down about treating all employees the same.

If you need help to work how to support those that need it in a way that’s fair and legal, then please drop us a line. We’d be happy to talk to you.

People, not personnel: the evolving role of HR in modern businesses


From keeping things legal to boosting productivity, HR has come a long way since the personnel departments of years gone by

Imagine a time when offices were filled with cigarette smoke and rows of typists. At the end of the corridor, there’s an office with a big leather chair for the boss. You’re probably thinking of the 1960s and 70s right now, maybe Mad Men (the AMC TV Show) – hopefully not your most recent job at a contact centre!

Somewhere in this imaginary retro office, there’s a personnel department. While they’re responsible for keeping basic admin records about the workforce, the personnel administrators and managers definitely don’t have a seat at the table when it comes to making business-wide decisions.

Now let’s fast-forward to the third decade of the 21st century. Most of us want to forget 2020 – the working from home, the lay-offs, the closures and redundancies, learning how to lead a team remotely while keeping everyone engaged and happy. 

The personnel department from yesteryear wouldn’t have been involved in this kind of thing, but luckily we’ve moved on a bit since then. These days we have people teams instead of personnel departments, and they’re here to help your business and its workforce remain productive and satisfied no matter what the future has in store.


People and personnel: what’s the difference?


The term personnel is a bit old hat now, but for a long time it was the foundation for the way that businesses handled issues within their staff. Personnel departments traditionally fulfilled an administrative role, and were limited in their ability to create a positive culture within the workplace.

But workplaces have changed a lot in the last 50 years, from the organisational systems we use to the role of leadership within companies. What used to be the personnel department has evolved to meet the needs of modern businesses: it’s now more common to hear about people teams, who act as partners with your business and help leaders to make decisions that will benefit both businesses and the people who work for them.

People teams use consumer-standard technology to automate low-value admin tasks, which gives them more time to spend with business leaders. Unlike the personnel department heads of years gone by, people directors often have a seat at the top table, guiding leaders and supporting the business to make sustainable decisions. Their teams are involved in a number of key business roles: recruitment and onboarding, designing and evaluating training, developing a strong pipeline of talented workers, and tackling some of the most significant issues your business will ever face (like a global pandemic, for example).


Enabling, not just enforcing

AK standing with client.png

Of course, people teams also have the important role of managing risk in an organisation and ensuring that the legal aspects of employment are dealt with in an ethical and lawful way. Some of the tasks your HR or people team will take care of include:


Pre-employment checks

so you don’t employ anyone inappropriate or in a way that would breach legislation. (This is going to become even more important as the Brexit transition period ends and the UK immigration rules change on 1st January 2021.)

Championing integrity in the workplace

many businesses commission third parties to host their confidential disclosure hotlines so that employees and suppliers can report wrongdoing or corruption in confidence. When a report is made, people teams deal with them sensitively and swiftly to protect your business.


Managing complex grievance, absence and disciplinary matters

so you don’t break the law when it comes to dealing with tricky issues.


your business won’t look the same in 10 years as it does now. People teams will help you to design a sustainable structure and navigate your way through the restructure process



The right HR consultant for your business

As you can see, there’s a lot that a dedicated people team or consultant can help your business with. To learn more about the role I play for businesses as an independent HR practitioner, take a look at the services I offer, or get in touch for a friendly chat.



Image credits

The cast of Mad Men (AMC)

Typewriter photo by Min An from Pexels

Photo of Andrew Knight by Nick Morrish from Nick Morrish Photography

CCHA | TUPE Transfer


Supporting Cardiff Community Housing Association to insource and integrate their repairs and maintenance team

The Spark Company (Human Resources) Ltd Logo

A HR Consultancy that gets stuff done

“Andrew comes with a range of ideas; he's hugely creative and hugely solution focussed, he's the full package really. He gives me clarity and pragmatism, which for a Chief Executive like me, is really important.”

Hayley Selway
Chief Executive


Cardiff Community Housing Association; responsible for over 3,000 homes in Wales

  • Cardiff Community Housing Association (CCHA) is a community-based Registered Social Landlord.
  • CCHA rents homes to over 3000 families in Splott, Butetown and Adamsdown
  • CCHA works with tenants to transform their lives, in some of Cardiff's most disadvantaged neighbourhoods.


Transfer a group of employees from an outsourced provider into the organisation with no interruptions to service (…during a pandemic)

  • CCHA decided to insource its repairs and maintenance service in late 2019, to deliver greater value for money and create resilience in its services.
  • In early 2020, we were commissioned to manage and deliver the TUPE project.
  • A group of employees would transfer to CCHA on 1st April 2020.


Clear, honest and open communication throughout the transfer process

  • We worked together with the in-house HR Team and quickly got up-to-speed.
  • We joined CCHA's project team and took responsibility for the people aspects of the change project.
  • We communicated with project leaders weekly, regularly met transferring employees, resolved queries, and began integrating the new team with existing CCHA colleagues.


Service and employees transferred; no disruption to service delivery

  • The team transferred without interruption to tenant services – no mean feat at the start of the COVID-19 pandemic!
  • No grievances, complaints or resignations were received.
  • We supported our client to offer aligned Terms and Conditions of Employment; 100% of incoming employees voluntarily accepted the new contract.
  • As the teams integrated into CCHA, transferred colleagues have been promoted and developed into new roles.

Do you need help with TUPE?

Are you a business looking to insource services from a supplier, take over a contract you've won, and transfer a group of employees into your team? Are you wondering where to start?

If you are looking for a HR Consultancy to help you with the TUPE Transfer and guide you as you integrate your new team into your company, then you need to speak to us.

Our experienced CIPD accredited consultants will help you every step of the way.