Advocate - Issue 40

advocate magazine is produced by advo and published quarterly.

advo are an award-winning advisory, providing centralised management and advice, with bespoke technology platforms for HR, Payroll and Employee Benefit & Wellbeing solutions. Designed and priced with SMEs in mind, our technology platforms and services are delivered by our highly qualified and experienced advisors. advo-one, our unique online portal, underpins and connects all three services - providing access to employee and employer 24/7 from any device. advo-one includes benefits information, company documentation, perks & total reward statements, online payslips, absence management reporting and the ability for employees to book and track holiday.

More about advo

advo is celebrating its 25-year anniversary in 2022, and continues to grow rapidly as an organisation. Starting life as an Employee Benefits intermediary, advo recognised the need for increased efficiency within essential employer support services. The addition of Payroll and HR has resulted in advo being able to offer one solution for all three services.

Speak to us for:

Employee benefits: tailored to you and your business. Our ethos is simple, and as an investors-in-People Gold employer, we practice what we preach: employee well-being adds value to your business. Employees who feel valued and cared for are happier and so much more productive. We will help you create the right benefit solution that meets the needs of your workforce plus continue to support, review and manage this on an ongoing basis.

Human resources: all the advantages of an in-house HR team. We believe passionately that HR is the heart of a well-run organisation. We ensure you are always legally up-to date, ready to meet any challenge and we are here for you whenever guidance is needed.

Payroll: ensuring compliance, and that employees are paid correctly. Accuracy is vital when paying your employees. Our dedicated experts simplify the process, drawing on a wealth of experience and taking responsibility for both compliance and efficiency. t: 01622 769210 e: info@advogroup.co.uk w: advogroup.co.uk

WHATS NEW AT ADVO

25 YEARS OF ADVO

OUR CELEBRATION EVENTS

The last of advo’s big 25th Anniversary celebration events took place at MuMu’s nightclub in Maidstone, Kent. The evening, entitled the ‘Roaring 25s’, was a chance for all to dress up, something our Advonians seem to love. All embraced the challenge to turn up in 1920s dress with an opportunity to win a cash prize for the best dressed ‘Flapper’ and ‘Valentino’. The evening’s agenda included announcing the winners of the 2023 Advonian Oscars.

From the top, L to R: Lucy Peace and a distinguished looking Clinton Bennett. Client Services Manager, Nic Draycott, with ‘Best Dressed Flapper’ winner, Vicki Baker, Sonia Quinn, Southern Payroll Manager with IT developer, Will Kellett. Gill Mateo, Operations Director with Sam Brown, HR & Engagement and Mal Tomlin. Shareholding Directors, Larry Bulmer & Colin Boxall

OUR NEW HOME

advo has a new Head Office. Cobdown House, in Alesford, Kent, is an old Country House nestled behind Kent FA’s training grounds in a large area of its own land. It was chosen because it is spacious and so can serve as advo’s head office for the many years ahead. Adjoining, at the rear, are further modern office blocks. This is a big investment by advo and it’s owners who wish to ensure Maidstone staff have a better working environment, with lots of room to grow.

NOT GOING OUT, BUT OUT, OUT

Awards season for advo’s employee benefit’s teams starts in October and leads through to December. One of the biggest events is the Health & Protection Awards. This year, held in the Hilton Park Lane, this black-tie event brings together both advisory firms and insurance providers. advo was recognised as finalists in a number of categories and hopes were high for some additional recognition. The categories were Best Adviser Sales & Retention Team, an award that included the whole EB team, both advisory & support, the Best Workplace Wellbeing Advice Firm, based around a case

study by account manager, Simon Friday, Best Individual Protection Advice Firm a group award, but based around Sue Smith’s, advo’s Head of Private Clients, case studies and finally Best Healthcare Adviser, an individual adviser award based around a case study from account manager, Ellie Sultana. advo’s Commercial Director sums up the evening commenting “Unfortunately this was not a year for advo to pick up the overall prize, but to be a finalist alongside global advisory firms is still a fantastic achievement. Well done to all the Employee Benefits teams.”

DRESSING UP FOR WORK

There is always a bit of fun & frolics with every occasion, Halloween was no exception with staff going ‘above and beyond’ to create their look. This was an advo day of silliness, unhealthy food & quizzes with other offices joining in online via Teams.

advo’s Lucy Pearce presents the ‘Best Dental Provider’ to Bupa. Ellie Sultana is recognised. The Finalists, Sue Smith, Lucy Irvine, Simon Friday, Lucy Pearce & Ellie Sultana.

Cobdown House, advo Estates, Kent

TECHNOLOGY WIN

advo’s IT Director, Kevin Crew, picks up the ‘Best Technology’ award from Comedian, Jo Caulfield

Big Technology Award win for advo

advo’s ‘one’ technology platform receives validation from the Insurance Industry

advo has been recognised at the prestigious Broker Innovation Awards for the creation and implementation of in-house technology which allows SMEs and smaller corporates to link the essentials of paying, rewarding and managing staff absence through one HR system for the very first time.

advo’s ‘One’ platform was launched last year and is the first platform for SMEs that allows Payroll, HR and benefits to be run through a single log-in.

advo won the ‘Best use of Technology’ award and were one of the runners up in the overall ‘The Broker Innovation award’, which was won by a global advisory firm.

On winning the award, the judges, who are insurance industry leaders, commented, “The winner [advo] of Best Use of Technology is making employee benefits mainstream by embracing technology, simplicity and ease of use. The winner has used its deep experience and expertise to create a platform that’s a shining example of innovation.”

Kevin Crew, advo’s IT Director, who attended the black-tie awards in London, with some of the IT team commented,

“This is an amazing win and a validation of all the hard work needed by many people to bring advo’s ‘one’ HR platform to the SME market. My team has just been amazing. Although we were ‘pipped at the post’ in the overall prize by a global advisory firm it does show that we can nonetheless stand next to these giants with our head’s held high!”

The Broker Innovation Awards include the whole of the UK insurance industry and aim to recognise the innovation and ingenuity of intermediaries. The awards are described as seeking to ‘celebrate those [intermediaries]

that have fully embraced technology in order to meet the needs of clients. The awards pay close attention to intermediaries that have taken an innovative approach to insurance protection and demonstrate collaboration, inventiveness and modernisation’.

“ ”

This is an amazing win and a validation of all the hard work needed by many people to bring advo’s ‘one’ HR platform to the SME market

Kevin Crew grabs a quick selfie with Jo Caulfield after advo’s win

TECHNOLOGY WIN

Kevin Crew, advo’s IT Director explains why advoone is so effective for an SME. “One has three parts, the essentials for an SME. Each can be taken separately, together or any combination, depending on needs. It allows access to all employee benefits, supports people through absence management, with access to wider HR support, and pays people, through fully accredited HMRC payroll system, all in one place and backed by experts” adding “it’s a hire-to-retire employee engagement solution.”

25 YEAR CONTRIBUTION

The Cover Excellence Awards, a black-tie and dinner, held at The Brewery, London in the event advo was recognised across a number categories singling out both advo and our categories were for Employee benefit’s Intermediary Year, where advo were overall winners in both Sue Smith recognised for the Outstanding award and Simon Friday Mental Health & Champion award. The main award was for contribution over 25 years, which was apt 25th Anniversary year. Although not overall a validation of the many contributions advo, have made to help shape the UK’s Health industry that we see today.

50 & COUNTING

advo’s staff magazine, ‘Your Advonian’, recently celebrated its 50th issue. The magazine was created week one of the first Covid ‘lockdown’. It’s first incarnation was the advo News, a weekly newspaper that highlighted all the good news within the advo community. This later became a magazine still reported the good news, but also updated on advo news as a whole and introduced a more silliness. The 51st Christmas edition just been published based on contributions and articles from advo staff.

NAME THAT ARMADILLO!

Colin Boxall, advo’s Executive Director, added, “advo has always embraced technology as a way to help our clients get the most from the service we deliver. The One platform is the culmination of this bringing together the SME essentials in one place, but we know, no matter how impressive the technology, it’s our brilliant people that really make advo stand out.”

ADVO NEWS

awards ceremony in November. At number of varied people. The Intermediary of the both 2021 & 2020, Outstanding Achievement Wellbeing for the Outstanding apt given that it’s our overall winners it was advo, and its people, & Protection first was advo magazine that updated a bit edition has contributions

Our armadillo mascot has been with advo nearly 20 years and has undergone many transformations. Although it has had many names over the years, from many people, we have never officially named them. We have tried and failed over the years to agree, so turned to Linked-In and ran a poll. The results came back with a decisive result, so with a whopping 62% of the vote we are pleased to confirm our Armadillo is now officially named ‘Arnie’ the Armadillo.

PROTECTION REVIEW RECOGNITION

advo were finalists in the prestigious Protection Review Awards for the category of Healthcare Advisory of 2022. Although we did not win the category on the night it was amazing to be recognised alongside specialist protection companies that just focus solely on this type of business, whereas for us, of course, it’s only just one small part of what we deliver.

The Protection Review is one of the most respected bodies in its field, supporting and promoting best practice within the protection industry, with training research and product reviews.

SOME MORE 2022 RECENT HIGHLIGHTS

25 YEARS OF ADVO LAST OF THE SUMMER SUN

The second of advo’s official celebrations for our 25th anniversary was the opposite of the formal Black-Tie Gala event held earlier in the summer. Taking advantage of the last of the sunshine the first advoFest brought together advo families for an afternoon of music, fun, food & games. There was even a magician to entertain the kids. Designed as a thank you for the support of advo’s family members over the years the afternoon started with a hog roast while advo’s own Will Kellet’s band played the first of two well-received ‘rock’ sets. The music, combined with a Reggae disco kept the dancing going all afternoon.

The day was packed with different events and activities for both young and old with a hotly contested game of rounders. Money raised during the afternoon went towards advo’s support of Porchlight, the charity supporting the homeless.

A BIG BIRTHDAY SURPRISE

We wish to thank actress and an all-round amazing lady, Fiona Dolman, who surprised Gill Mateo on her special Birthday. Gill is advo’s Operations Director and a Midsomer Murders super fan. Gill was momentarily stunned but quickly recovered to thank Fiona, who brought with her a Birthday cake and lots of Midsomer Murder ‘goodies’.

ADVO STRIKES GOLD AGAIN

advo have been reaccredited as an Investors in Gold employer, an incredible achievement given the turbulence of the last few years and the upheaval of working practices. advo was first awarded Gold status in 2019. Investors-in-People is a world-recognised standard which reflects the very best people management practices and only 17% of companies who are assessed move on to attain Gold.

Gill Mateo, advo’s Operations Director commented “We are absolutely delighted that we managed to keep it [advo’s Gold Status]. In order for us to achieve this award we were assessed against three criteria, leading and supporting our staff while still demonstrating continued improvement for our people. Given

the last few years circumstances have radically changed our approach ,this is a fantastic testament to advo’s resilience and culture.”

Actress, Fiona Dolman surprises Gill Mateo

IIP Assessor, Corrine Wells with Lucy Pearce, advo’s Commercial Director, during one of the many interviews and rigorous investigations

ONE YEAR ON OUR NEW PAYROLL CLIENTS

It has now been over a year since advo took over the running of Hurst Accountant’s payroll division, a decision that has proved to be beneficial to both organisations. We are now over a year on and can report that advo have retained over 96% of the original portfolio with the ongoing close working relationship with Hurst adding many more new clients.

When advo took over, the objective was to minimise disruption and maintain ‘business as normal’ retaining the same working practices and payroll software. The existing staff transferred across from Hurst to advo. Lisa Wichlacz, a senior advisor, was promoted to Regional Manager of the team and year later 80% of the staff remain. advo also took office space at the Hurst Stockport office.

The new payroll clients have access to the wider advo services delivering support across all employee benefits and health & wellbeing, in addition to the advo-one technology platform, which allows all the chosen advo services to be managed through a single portal log-in.

WOMAN IN PROTECTION AWARDS

With advo-one, employees can view and download their payslips through their own secure portal. This regular employee access drives up engagement with employee benefits, which can also be housed in the software if selected. If chosen, employees can manage holiday requests and other time away from work, whilst you as a business can access useful absence and employee reporting. advo-one is entirely modular meaning the only services you and your employees see are those you have selected. New updates for advo-one are comming early in 2023.

The COVER Women in Protection and Health Awards celebrates the leading women within the UK’s life, protection and health insurance industry. The awards seek to identify female role models, mentors and diversity champions. The award recipients are selected from Industry bodies at all levels including claims management, sales, underwriting and individual leaders.

We are delighted to have some of advo’s leading women making up the 2023 final nominee list across a wide range of categories including Inspirational Leader of the Year, Unsung Hero, Outstanding Contribution to the Industry and Adviser of the Year. Congratulations to Lucy Peace, Lucy Irvine, Sue Smith and Ellie Sultana.

Lisa Wichlacz, Regional Payroll Manager

advo Stockport Office

Lucy Pearce

Commercial Director

Ellie Sultana EB Manager

Sue Smith Head of Private Clients

Lucy Irvine Head of EB

THERE CAN BE ONLY ONE

OUR 2022 ADVOVIAN ‘OSCAR’ CELEBRATION

from submissions from the Management Team. Other categories included ‘The Outstanding Team’, won by ‘Hub’, our client services team, ‘Best 2022 Newcomer’, won by IT Support Engineer, Collin Middleton, unmatched Dedication Award, won by newly promoted, Elie Sultana and the Working As One’ award, which promoted cross-team working, won by Client Services Manager, Nic Draycott and Account Support Manager, Jenny Durling.

Simon Friday was the well-deserved winner of the coveted ‘One’ award having excelled in all areas and continually demonstrates his dedication to advo and his client portfolio.

The annual tradition of our coveted advonian ‘Oscars were presented at the official advo Christmas Party, which this year was a 1920’s theme to link into advo’s 25th Anniversary.

Lucy Irvine, Head of Employee Benefits, commented “Simon has had an exceptional year for both client relationships and new business sales, particularly with cross sales/ expansions which just shows how much he has worked on client relationships and secured the trust of clients.

This was reflected by testimonials received from clients which have resulted in several award shortlists this year, including this from a colleague, “Given what a year they have had personally, their work and dedication has been remarkable and he deserves this recognition. A true advonian!” Simon has recently been promoted to the Management team.

The popular choice of our staff for ‘Advonian of the Year’ was Laura Palmer, who received a number of testimonials from colleagues including “Lauren is everything an advonian should be, she’s a great team player and you can always rely on her!”, “she has worked hard to gain knowledge and improve her job knowledge” and “I work quite closely with Lauren and she has demonstrated kindness and encouragement at times.”

Our ‘Oscars’ involve advonians nominating their peers for various award categories cumulating in two final awards, the Advonian of the Year, the employee that receives the most votes and the ‘One’ award chosen by the Directors

Congratulations to all our nominees and winners. The full list of awards and winners is posted on the advo news website and our social media channels.

Simon Friday & advo CEO, Larry Bulmer

Lauren Palmer ‘Advinian of the Year’ & Colin Boxall

USEFULTOKNOW

advo’s Nadiya Gregory gives a brief overview on underwriting options for an employer PMI policy.

MEDICAL INSURANCE UNDERWRITING

When implementing or renewing an employee medical insurance scheme understanding the underwriting applied to your policy is a must. The choice can have both a knock-on effect to your employees as well as the premium you are paying, both at this renewal and also the longer-term

As a starting point your choices very much depend on circumstances. Do you already have a plan in place? Are you implementing a new scheme? Are you looking to increase cover?

Without knowing a range of intricacies, it would be foolish for me to give a one fits all answer to underwriting choices, and this is where the experience and technical advice of specialist support can really help.

These intricacies aside, let’s use the following scenario; you are fresh to the market looking

to implement a brand new medical insurance scheme for your employees with nothing currently in place. So, what are your options?

In all options outlined below, brand new acute conditions, that occur after a policy has started, that have no previous history whatsoever will be covered within the terms and benefit levels of your chosen policy.

There are, in addition, a multitude of different benefit levels and choices, something we propose to cover separately.

Just three words, but oh, so much confusion

Full Medical Underwriting

(FMU)

The application form for this method of underwriting includes a series of medical questions, designed to enable the chosen Insurer to ascertain the applicant’s medical history. It is important that employees consider the questions carefully for each family member to be included on cover and answer in full.

The information provided will then be sent to the Insurers’ underwriters to consider the basis on which to accept your application.

Any pre-existing condition that is likely to require treatment in the future will usually be excluded from cover along with any related conditions. Exclusions will then be shown on the employee’s certificate for the policy.

Exclusions can be reviewed on an annual basis if it is felt the condition is no longer a problem. A doctor’s report will likely be required at the employee’s own cost to support the application to have their specific exclusion removed.

Withholding information may give the impression of full coverage, but in effect will result in claims being refused and potentially their membership of the policy being cancelled on the basis of non- disclosure. Some insurers may be more lenient than others in specific conditions, so again specialist advise can be an advantage.

Pros

• An employee knows from the outset what is and isn’t covered.

• A lower cost underwriting option as removes risk from the insurer

Cons

• Longer application process for employer and employees

• Strictest form of underwriting resulting in permanent exclusions

Moratorium (MORI)

With this option employees do not need to complete a medical questionnaire. Instead, any pre-existing conditions for which the employee and any dependants to be included on their membership, had symptoms, medication,

advice or treatment during the five years immediately before the policy started will be excluded.

However, if the employee or included dependants does not have any symptoms, is not taking medication, having advice or treatment for those pre-existing conditions and any related conditions for two continuous years after the policy starts, then the conditions will become eligible for benefit subject to policy terms and conditions. This two-year period is called the moratorium.

It is important to know that this type of policy will probably never cover long-term medical conditions which are likely to need periodic treatment, medication or medical advice. This is because each time you need any such treatment, the moratorium starts again, so it is unlikely that there would ever be 2 clear years during which you remain free of treatment.

Any new conditions which arise after the start of the policy will be covered immediately, subject to the terms and conditions of your policy. A GP report is likely required at point of claim, at the members own expense, to verify if the condition in question is pre-existing or not.

Pros

• Easy application process for employer and employee

•

A lower cost underwriting option as removes risk from the insurer Cons

• Potential longer claim process as more information needed at point of claim

• There can sometimes be confusion surrounding how this applies to certain conditions which have now resolved

• Employees still need to answer a health declaration

Medical History Disregarded (MHD)

This approach is the most generous form of underwriting available and is usually available for clients of 15 or more employees to be included on the scheme.

MEDICAL INSURANCE UNDERWRITING

Continued from page 14.

MHD means insurers accept any pre-existing conditions (subject to policy benefits, terms & conditions and general exclusions) a member has when joining therefore there is no concern for exclusions being applied for specific conditions

Pros

• Easy application process for employer and employee

• Cover for pre-existing conditions

• Easy to administer and understand

Cons

• Most expensive form of underwriting

• Leaves the policy open to more potential claims which could result in higher increase at renewal

• Members may feel the policy covers everything, however general exclusions and insurer terms & conditions still apply

Businesses wishing to offer the ‘best’ level of cover may be tempted to offer MHD underwriting, but they may possibly be offering their employees a disservice in the longer-term. This is because policy renewal premiums are, in almost all cases, based on the claims usage during the policy year. Each insurer has their own way of looking at, and calculating renewal premiums, based on a premium paid to claims paid basis.

An MHD policy is very popular with staff but will likely encourage more claims, perhaps from dependants, of which you may know nothing of their health history, and thereby raising premiums higher than other options in the long term. A new popular benefit can then quickly become unpopular when a higher P11D payment is necessary. This is one of the many reasons an expert adviser should be an essential part of the decision making process when selecting the best for your employees.

We are only scratching the surface of the many implications of the routes to take and strongly suggest specialist advice when taking out a policy for the first time, renewing or changing benefits. Of course advo are here to help as one of the specialist advisory choices.

PAYROLLING ENSURING STAFF

In the new competitive employment the best talent, but you could leave controlled correctly. A number of as income and so need to be carefully

PAYROLLING BENEFITS

BENEFITS ARE A BENEFIT, NOT A DETERRENT

A Benefit in Kind (BiK) is a non-cash benefit that you provide to your employee. In previous years, these benefits were reported using P11D forms that were sent annually to the HMRC by the 6th of July. The taxation due on these amounts was then taken into consideration using the employees tax code.

What is a P11D and P11D(b)?

A P11D is a document that employers need to download every year from the HMRC website. Employers are responsible for detailing the employee cash equivalent amount of any benefits. Some of the most popular benefits to be reported on P11D’s were medical insurance, dental plans, company cars, and professional memberships (note that not all memberships are NICable – The HMRC publishes a list of memberships every year, so it is important to check). On receipt of the completed P11Ds, the HMRC will then adjust the employees’ tax codes ensuring collection of any taxation due on benefits.

The P11D(b) is the employer’s P11D report that totals the amount of all employee benefits and the sum of Class 1A National Insurance due.

Payrolling Benefits:

In 2016 HMRC introduced the option to payroll employee benefits and there are plenty of advantages to this, such as:

• All benefits are reported in real-time and employees pay any tax in real-time which means no mid-year tax code changes for employees.

• When employees leave, they don’t have

to wait months in order to pay the tax over from previous employment.

• It means that P11D’s do not have to be sent to HMRC, only the employer’s P11D(b) to pay over the employer Class 1A NIC

• Payrolling company cars can be one of the biggest advantages, as if an employee’s car changes mid-year then this can be done straight away on the payroll system instead of having to report the changes to HMRC on their forms.

It also means that employees continue to pay the correct taxation for amended cars in real-time, instead of having the changes applied in tax codes in the following years.

How do you payroll benefits?

Employers need to apply to payroll benefits with HMRC before the start of a new tax year, this is usually through your online tax account. Employers must start payrolling benefits from the 6th of April.

https://www.gov.uk/guidance/payingyour-employees-expenses-and-benefitsthrough-your-payroll

You can learn more about employee benefits via the HMRC link above or, alternatively, ask advo’s dedicated employee benefits & payroll teams. Our friendly employee benefits team can advise your company on employee benefits that are right for your business, and our payroll team is able to ensure that you process any benefits compliantly.

employment market, more employers are using staff benefits as a way to attract and retain leave employees demotivated and facing big tax bills if the financial side is not of staff benefits attract the attention of HMRC. These ‘Benefits in Kind’ are treated carefully managed.

EMPLOYEE BENEFITS

ARE THEY THE KEY TO TACKLING THE COSTOF-LIVING CRISIS FOR YOUR EMPLOYEES?

Employees are looking closely at their financial situation as the rising cost of living continues to impact disposable income. In turn, a reduction in this disposable income can impact an employee’s well-being and their ability to continue with activities that are no longer financially viable.

If you are in a position to conduct a salary review or to provide a cost-of-living bonus, consider doing so. Average salaries across most sectors have increased post pandemic as businesses strive to retain and attract the best talent. However, often this isn’t an option as many businesses continue to recover financially from the impact of COVID. As such we are focussing on areas that are cost neutral or often available within an existing benefit package:

1. Communicate

Firstly, understand if your employees are feeling the squeeze and in what ways. Capturing this information anonymously via an employee survey is a great way to gain the feedback you need to understand the impact rising costs are having on your employees. Removing the stigma around financial difficulty and encouraging employees to talk is one of the first and most important hurdles to overcome. An employee who feels listened to, valued and part of a business who takes action, is far more likely to remain loyal.

2. Review and re-promote benefits

Work with an intermediary partner, such as advo, to assess and maximise your existing benefits is a great place to start.

Creating a calendar of regular communications and events helps employees engage and raises awareness of the support available to them. There are a number of employee benefits that can assist employees financially:

• Discount portals – often hidden within other products or insurances such as Medical Insurance or Cash plans. If lying dormant and un-promoted its likely your employees are not maximising the savings available to them through employer discount portals. Many providers offer discounts in excess of 10% on daily costs such as fuel, supermarkets and electrical goods, to name a few.

• Employee Assistance Programs – A must have for any organisation covering an employer’s duty of care to employees. Often included within an existing insurance product or benefit, but a very low cost and an easy benefit to implement if not currently in place. EAP provides employees with a safe and confidential place to discuss financial concerns among a multitude of other support, including debt advice and counselling.

• Wider benefits such as Cycle-to-work schemes, via salary sacrifice, are a great way to tackle the rising cost of fuel whilst promoting exercise and contributing to a reduction in carbon footprint. In fact, considering wider salary sacrifice schemes that may help reduce costs through savings made on NI, is a great place to invest time with little to no costs to the employer.

3. Financial well-being & education

According to the CIPD’s reward management survey, Apr 22. 1 in 4 employees say money concerns affect their ability to do their job. Implementing a financial well-being policy and providing employees with access to a financial education program can make a huge difference, allowing employees to learn how to manage their finances more effectively. Financial well-being and education also help promote open conversations removing the stigma associated with debt and financial concerns. We have found such programmes hugely beneficial and well received by employees.

4. Signposting

With an abundance of support available online and via other channels, consider sending regular bulletins signposting financial support services, such as the money & pensions service (MaPS) or citizens advice bureau. Providing regular communication and access to external support and services can reach employees who may be reluctant to reach out for help.

Unsure where to start? Give advo a call we are more than happy to offer you advice and guidance.

So, what can Employers do to tackle this issue without breaking the salary roll bank?

PROS & CONS OF FLEXIBLE WORKING

All employees have a legal right to request flexible working and must have worked for the same employer for 26 weeks to be eligible. This does not however stop an employer considering any flexible request from an employee with less than 26 weeks service.

The constraints of the pandemic resulted in some creative approaches with a new way of working and working solutions that go beyond simply working remotely and more and more employees are seemingly thinking about how, when and where they work.

Flexible working usually relates to an employee’s working arrangement in terms of the time, location and pattern of work. However, employers could see some unusual requests as there are a range of flexible working options that employees can request.

Staggered hours: This type of request sees a request for different start and finish times compared to the standard working hours. This request could benefit an employee who is not able to work from home and can benefit from off peak travel thus reducing cost and time. The hours would be set within an employees’ contract of employment.

Flexitime: Choosing when to start and end work (within agreed limits) but often working core hours such as 10am to 4pm every day. This allows similar benefits to staggered hours in the off-peak travel. This is where employees work a set number of hours within a fixed period of time. However, if you have a large number of employees, this may be difficult to track and may require close time management.

Part time working: Reducing working hours. This are often requested to fit in around school drop off and pick up times or a range of caring responsibilities but could be requested for a number or reasons.

Hybrid Working: This is a form of flexible working that a lot of company’s are familiar with where employees travel into the office for some of the week and work remotely for the remainder.

Flexible working request are specific to each employee and we would recommend that they should always be considered on a case-bycase request and one size may not fit all.

Temporary flexible working arrangements may have been introduced informally during the pandemic so many employers may now be used to dealing with such requests. However, for a flexible working request and permanent change, an employee must make the request in writing.

advo would always recommend that a process regarding any request for flexible working is followed. It is important that there is a clear paper trail as ‘ad hoc’ verbal agreements can often lead to misunderstanding and some difficulties.

This can be especially tricky if this goes on for some time and the informal agreement no longer suits the needs of the business.

If you receive a flexible working request, it is important that it is dealt with fairly and consistently.

There are certain timeframes within which a flexible working request must be responded.

However, despite the regulatory time frames which must be adhered to, any employee who has made such request may be anxious as to whether their request will be successful and worried about plans that they made need to make, e.g. childcare.

With significant increases in cost of living, including the upsurge in fuel and costs of travel to work, we believe we will see an marked increase in the number of flexible working request being made

PROS & CONS

OF FLEXIBLE WORKING

Continued from Page 20.

THE HOME OFFICE DEBATE ADVO’S

For this reason, advo would always urge all employers to address any requests in a timely manner and also, please bear in mind, that any agreed change in working arrangements may also mean that the you, the employer has to make other arrangements to accommodate the request.

An employee can only make one application for flexible working each year, and you must consider all requests carefully. There are certain legal aspects which employers must be able to tangibly quantify, if rejecting any application. advo would recommend negotiation and trying to accommodate if not all, but a compromised arrangement. Please always consider other implications of reject an application, such as losing a potential employee through resignation, increased sickness absence and a decrease of performance.

There may also be a broader business impact, such as the wider workforce viewing the business as being awkward and unsupportive!

It may therefore be worth turning such requests on their head and examining

the benefits, such as an increase in productivity, ability to work flexibly outside the regular office hours, decrease in absenteeism and greater employee engagement.

Any formal change which has been agreed to an employees’ working arrangement should be formalised and amended in the employees’ contract of employment.

We would point out that there are implications of not following the statutory procedure with regards to flexible working requests and if an employee is subject to any detriment by submitting a flexible working request, this could result in a claim being brought at the Employment Tribunal. Please be aware that, in relation to flexible working, a claim to the Employment Tribunal can be made whilst the employee is still working for you!

We do expect an increase in flexible working requests and should you receive such a request or require any help at all, please don’t hesitate to contact the HR team at advo or talk to your dedicated HR consultant.

advo’s recent seen as a commitment a future that There is much based working

To us it’s clear, home’, they need of our longer-term

advo has acquired country house incorporates buildings on future with further

When looking office working what works best, organisation’s

The pandemic believe advo pulling together of, and not despite, we were firmly home-working companies had true for advo

HOME OFFICE DEBATE ADVO’S PERSPECTIVE

recent purchase of a new Head Office is commitment into the future of advo, that includes offices.

much debate over whether office or homeworking is better for both employee and employer. clear, to thrive our employees need a ‘work need an office. This is why advo has, as part longer-term plans, committed to new offices.

acquired Cobdown House, a 19th century house surrounded by its own grounds, that also separate, and more modern style, office the site. This is seen as a home for the further room to expand.

looking at the pros and cons of home, hybrid and working arguments can be made for each as to best, but this is a decision based around an organisation’s culture and practicalities.

pandemic was an eye opener for everyone, we thrived during this time with employees together and supporting each other because despite, our culture of inclusivity. Pre-Covid firmly an office only organisation with limited home-working options. The last two years have meant all had to adapt to survive and this is obviously too.

advo’s Executive Director, Colin Boxall, explains “We were able to switch easily from office to home quickly, not just because of a very capable IT department, but having capable people too. Our culture, created over many years, thrives on close teamwork, caring, empathy and support for co-workers. Our people are a mixed bunch of personalities, backgrounds and ages, but share common traits that create strong working bonds.”

When the pandemic hit advo one of our first changes made was to alter working patterns from hours based to tasked based – the work still had to be done, but could now be fitted around life’s wider non-work commitments. We worked well keeping together retaining the same work structures around supporting clients, meetings, training and each other but after two years we could see the cracks appearing, the bonds loosening, the culture starting to fragment. Working from home, despite the frequent touch online points, for many it was a solitary and challenging existence.

Coming out of pandemic restrictions, advo, like all employers were faced with tough choices. But rather than imposing we asked staff what they wanted, home, office or hybrid working. 98% opted for some form of hybrid with varying splits between home and office.

advo knows that what is best for them, may not however be the answer for others.

THE HOME OFFICE DEBATE

ADVO’S PERSPECTIVE

Continued from Page 22.

Colin explains further “We know that many of our larger competitors are severely cutting back on office space in central locations, creating ‘hubs’ for meetings and ‘hot-desking’. This obviously creates significant savings, and it could for us too, but for us we know it is against our staff’s wishes and detrimental to our culture in the longer term.”

Additional arguments for home working can include that ‘we employee adults, I don’t need to supervise, I trust them to get the work done’, but I see this very much a return to a cottage industry, albeit one held together by modern technology.

Positives for staff in and around London were, and still are, that the higher London salaries for London-based jobs involve for the most part home-working removing the travelling barriers of high cost and early mornings and late nights.

Employers can view homeworking as an immediate boost for their bottom line.

Smaller office space or closed offices, especially in bigger city locations can save small fortunes, but can be short-sighted. Your staff may not have the bond to your workplace, they could be working for anyone at home with little difference.

UK workers insisting on homeworking will currently find a wide array of options, but may find over the years this changes with availability of jobs squeezed as employers realise that someone working from home in Kent is more expensive than someone doing the same job working from home overseas. Technology opens up wider opportunities, but can work against us to restrict our choice too.

We have all experienced, from time to time, the drop in service for those larger organisations that stubbornly hold onto customer service via homeworking post pandemic. The loosening of supervision, poor individual internet connections, demotivation from solitary working with challenging calls chipping away at effectiveness and mental health creating patchy service delivery.

To create colleague bonds and friendships is much harder remotely, we are typically social animals that thrive better and interact better in groups. We know this is not true for all, and circumstances and practicalities will influence an employers’ decision. advo has its home workers too, but through choice.

Office working has considerable benefits, if travelling is not too onerous it can be better for a work-life balance with clearly defined barriers allowing better ring-fencing of the temptation of out of hours working.

The experience of working alongside others, makes it easier to learn and share new skills. Bouncing off ideas without an email or setting up a video call, we believe adds to creativity development and acceptance of new ideas while creating stronger working relationship bonds with co-workers. If you ask, most people prefer to speak face-to-face than keeping in touch through emails and texts.

At advo, we believe hybrid, as opposed, to pure home-working makes for an easier access to management and oversight. advo has an opendoor policy with directors easily assessable to all employees.

But we know other organisations have a different view, either through their culture or necessity. Less commuting, less stress & less expense. Also, as with hybrid it can support a better work-life balance, with some citing less distractions of the office making them more productive and as it is easier to start work there can be less absenteeism.

There are obvious pros and cons for both home and office-based working. Taking the best from each and moulded into your culture we believe is the best approach. “All in all, for us it’s hybrid moving forward.”

POSITIVE FOR SUPPORTING

We each define work-life balance in different ways, many would define it as the balance between working and home life. Before COVID-19 and the advent, in many industries, of enforced remote working, there were distinct lines between an employee’s professional and personal lives. However, since the world has become more accustomed to working from home, there may have been a blurring of the boundaries and distinction between both elements of employees’ lives.

Research tells us that creating and maintaining a healthy work-life balance is crucial to maintaining employees’ physical and mental health.

advo would always recommend encouraging employees to look after themselves, as balancing their work with their home life can have significant benefits for businesses by limiting absenteeism, boosting morale, and creating higher productivity effectiveness. Undoubtedly, this approach can support your business to be more efficient during working hours while encouraging engagement and promoting a positive business culture.

Companies that have the reputation for creating and demonstrating a good worklife balance are more attractive to potential candidates and happier, healthier employees are more likely to be committed, loyal, and appreciative of the values promoted within your business.

In order to develop a positive culture, action and role models should ideally be seen at every level of your business, with a positive example from the top being key. Senior managers should demonstrate work-life balance behaviours, for instance, perhaps they work flexibly or work from home and promote the way in which they balance their work and home lives concurrently.

STEPS TO CONSIDER

SUPPORTING A BETTER WORK-LIFE BALANCE

the many lives. more boundaries of maintaining mental encouraging can your working employees action they promote and

advo make the following suggestions as positive steps you may wish to consider to support a better work-life balance for your employees:

• Encourage employees to work sensible hours and take regular breaks away from their desks/workspace if possible. Working long hours doesn’t necessarily mean productive hours!

• Ensure that the employees’ workloads are realistic and reasonable. Check in with them regularly so that you may monitor progress and address any issues that may be prohibiting a healthy balance.

• Think about the time of meetings and how they can impact someone’s day! Could a 9am meeting be moved until later in the morning to allow employee’s that initial time to prepare for the day.

• Try to avoid calls and meetings between 12 midday and 2.00pm to ensure that employees have an uninterrupted lunch break.

• Encourage the team to talk to one another, whether this be bumping into a colleague in the break out room, waiting for the kettle to boil in a kitchen area, or talking remotely for 5-minutes before a meeting to discuss their personal lives. Such as, what they got up to at the weekend or how their holiday was etc.

• Review annual leave calendars and encourage employees to split their annual leave at regular intervals throughout the year to ensure they have suitable time to rest and recharge.

• Consider encouraging light exercise throughout the day by introducing walking meetings or group lunchtime walks for a change of scene.

• Where appropriate and in line with your business demands, actively promote flexible working with staggered hours to

provide some flexibility with appointments, childcare, or other outside commitments.

• Review your family-friendly policies and employee benefits, or promote what you are already doing to support your staff.

• Finally, and perhaps most importantly, ask your employees for their ideas on any innovative ways in which to improve their work-life balance as well as any changes that may be considered to balance work and home in order to ensure a sensible equilibrium between both.

Collaborating with your employees may provide you with further insight and may help your business to contemplate workable strategies and solutions to support the balance of work and home life more effectively. If you are unable to implement some ideas, let employees know why and, likewise, how there might be some suggestions still that may be introduced to positive effect.

By encouraging your employees to find a strong work-life balance this will significantly limit both presenteeism and any resultant health problems that may lead to increased absenteeism, all while helping towards building an engaged and productive team.

If you’re interested in achieving this for your business, then be sure to contact us today to discuss the details of a plan. Additionally, you can read more related material by clicking through to advo’s news page.

LOOKING BACK AT

advo’s Nadiya Gregory takes a personal look back at some of the late Queen’s with events happening at the time, highlighting how much change we have

1953 Coronation

Our new queen is Coronated at the age of 25. A national bank holiday celebrates and her reign begins. Whilst this was way before my time, I cherish the story of my Nana climbing a lamppost to wave to the Queen on her Coronation tour.

Meanwhile, the NHS has been established for five years. Average salary is less than £7 per week. The Education Act passed only six years earlier in 1944, meant that female teachers were not to be dismissed upon marriage, however gender discriminations in the workforce remained rife.

1966’s Wales Mining Disaster

The awful catastrophe in 1966 resulted in a dramatic and tragic loss of life, including many young children. There was a national outcry at the time due to the delay in the Queen visiting the survivors and bereaved families. The Queen, it is said, did not want to pull attention away from what was important at the time of grief for the families, however this was portrayed “as being cold” in the public eye. Upon visiting Aberfan, the Queen’s good intentions became clear and the level of emotion and warmth expressed by the Queen made a long-lasting impression.

Meanwhile, average salary is less than £22 a week for men and £11 a week for women. The NHS nurse profession is hauled over by fairer pay, allowing married women to work, acceptance of male nurses and more flexible hours. Considered the golden age of the NHS, private health insurance is yet to become a mainstream alternative.

1977 Silver Jubilee

The Queen’s Silver Jubilee was another national celebration with street parties and events

across the country and the world. Meanwhile, the Equal Pay Act had come into force in 1975, stipulating that men and women must be paid the same wage for the same job. In the same decade the Industrial Relations Act ,which allows compensation for unfair dismissal, is introduced. Average salary is less than £70 per week. A well-known medical insurer, Bupa, pioneered the concept of health screening, opening their first screening centre in London.

1986 Queens 60th Birthday

Street celebrations occur around the country with a special concert held in her honour. Meanwhile, the average salary increases to around £155 per week. Off the back of the stock market crash and recession the late 1980’s we saw an increase in the consistent employment of temporary workers. The 1980’s also saw the start of flexible benefits being introduced into the workplace.

1997 Passing of Princess Diana

Similar scenes to when the Queen passed, the world went into shock at the sudden and premature loss of Princess Diana. The Queen and her family went though a period of mourning but also change in how they related and interacted with the public at large.

Meanwhile, average salary is around £330 per week.

1997 is also the year in which advo started. Dealing at the time with only private medical insurance broking, little did we know how our company would evolve over the next 25 years. The year before saw the final decision made on the Smith v Safeway case which related to a male workers hair style. The case set the precedent for the “Conventional appearance rule not discriminatory”.

AT MILESTONES

Queen’s milestones during her reign linking have seen since her reign began in 1953.

In Smith v Safeway plc (16 February 1996) EOR69A, the Court of Appeal holds that an appearance code which applies a standard of what is conventional applies an even-handed approach between men and women, and not one which is sex discriminatory.

Average salary stood at £506 per week and automatic pension enrolment meant employers of all sizes had to work on implementing pension schemes for their employees.

Within our industry this had a large impact on pension brokering. With the process becoming more automated the need for specialist advice and recommendations reduced.

It did however highlight the importance of offering employee benefits to secure and retain the best talent.

2022 Platinum Jubilee

2002 Golden Jubilee

Our Queen had completed 50 years on the throne. The event was celebrated with a Pageant along The Mall along with traditional street parties and events up and down the UK and Commonwealth.

Meanwhile, average salary is £391 per week and employee benefits, in particular the demand for private medical insurance, was increasing. The rise in demand followed the developing issues and pressures within the NHS. 2002 also saw the introduction of new legalisation, the Employee Act 2002.

2012 Diamond Jubilee

We celebrated 60 years’ service from our Queen. Due to widespread austerity the official celebrations were scaled back compared to previous years, however this did not stop our nation from making the most of the extra bank holiday. 2012 also marked the year of London hosting the Olympics giving our economy a much need boost.

Finally, we reach almost present day celebrating our Queen’s 70 years reign. Whilst this was a celebration, it was also the start of concerns relating to the queen’s health.

Average salary is now £601 per week and within our own business we celebrated our Silver Anniversary marking our 25 years in business.

Similar to the queen, we have had to change and evolve in order to continue to deliver a relevant and valued service. Many, myself included, see this as the main strength of the Queen. Given her length of reign she has had to change and adapt to an ever-changing word and public expectations.

Her appeal is wide-reaching. Much like my 95-year-old nana, my 2- and 5-year-old children loved the Queen and are fascinated by the palaces and her presence.

Whilst her physical presence has gone, what will remain are the strong morals and values she has ingrained in her successors. Her precence will be sorely missed by everyone.

Listening, such a simple action, yet taking the time to do so could change someone’s day or in some cases their life.

Like most aspects of our health, prevention and early intervention are generally better than waiting for the cure. The same applies for mental health.

So, what can you do to improve your own mental health and that of your employees & colleagues?

Here are three tips for improving mental wellbeing in the workplace

HELP BY LISTENING

Mental health focus groups – establish a mental health and wellbeing focus group. No one understands the pressures and culture of your business better than the employees. Having a focus group allows those involved to meet on a regular basis (generally monthly) to discuss ideas aimed at improving overall wellbeing. It’s important to ensure these ideas are feasible so they are followed through with and put into action.

Mental health first aid training – similar to physical first aid, mental health first aid training is a recognised qualification. This qualification trains people to operate as workplace mental health first aiders. They will be able to recognise the signs and symptoms of common mental health issues and understand how to direct a person toward the right available support.

Explore added value benefits within your staff reward package – do you provide benefits? Do you know that most benefits such as medical insurance, cash plans and income protection, come with many added value benefits? These often include online wellbeing portals, employee assistance programmes, retail discounts and various other ways to proactively improve wellbeing. These added value benefits can easily go under the radar so its important to understand what you have in place and ensure you are making the most of it.

Just remember that mental health should be given equally, if not more, attention than physical health.

THE STORY OF ADVO’S 25 YEAR JOURNEY Email cboxall@advogroup.co.uk for your copy

19972022 FROM THEN TO NOW OUR

As part of advo’s 25th anniversary celebrations we have put together a history of advo from its humble beginnings to being today one of the UK’s largest advisories, charting the company’s milestones. Copies of our ‘From Here to Now’ magazine are available.

25 YEAR JOURNEY