Our Latest News
OUT TODAY – May 2026 Issue of Hr NETWORK Magazine
OUT TODAY – May 2026 Issue of Hr NETWORK Magazine
SIGN IN/SIGN UP TO Hr NETWORK HUB TO READ ALL OUR MAGAZINE ISSUES FOR FREE…
Psychological Safety at Work:
It’s Everyone’s Responsibility!
For HR professionals, psychological safety is no longer a wellbeing ‘nice to have’. It is a core driver of employee health, organisational performance and retention, requiring empathic people policies. Andy Moore takes a closer look…
Also in the latest issue:
- NOMINATIONS still open for Hr NETWORK National Awards 2026
- SPECIAL FEATURE: Toxic Manosphere
- The regular sections of the magazine include: News, STATS and EXTRA
- The ‘Insights’ section features first class comment from those in the know on a range of subjects including: Psychological Safety; Employee Appreciation; Gender Equality; Fair Work
Click the front cover below:
One in five employees with long-term illness supported by RedArc were helped to remain in or return to work
One in five employees with long-term illness supported by RedArc were helped to remain in or return to work
One in five (20%) employees with long-term health conditions who received support from RedArc – via their insurer, or via insurance provided by their employer – during 2025, were helped to either remain in work or return to work. All of these had complex, long-term conditions with significant health issues.
This data, from RedArc’s annual patient survey, demonstrates the importance of providing practical and emotional support at difficult times in people’s lives. Even if people have complex and significant long-term health issues, if they get the right support, they can continue to be economically active – helping themselves, their employer and the economy as a whole.
According to the Keep Britain Working Report, except for retirement, long-term sickness is the primary reason for economic inactivity, with estimates of around 2.8 million working-age people now not in work due to health conditions, placing an annual burden of £85 billion on employers.
Christine Husbands, commercial consultant, RedArc commented: “Businesses of all types and sizes are undoubtedly operating under tight margins at present, which makes reducing avoidable costs more important than ever. Many health and protection benefits include access to practical and emotional support via added value services at no extra charge, and by making full use of this support, organisations can make a real difference to the costs associated with long-term sickness.”
Data also shows that over nearly three quarters (71%) of those who accessed its support via an insurance policy said they valued being made aware of everything available to help them, through RedArc itself but also in terms of understanding other sources of support via the NHS and the community.
Women and Private Equity Driving the Evolution of Chief People Officer Roles
CPO Trend Report: Women and Private Equity Driving the Evolution of Chief People Officer Roles
New research from leading executive search consultancy Eton Bridge Partners reveals how the Chief People Officer (CPO) role is evolving rapidly, shaped by Private Equity (PE) investment, increasing demand for experience, and continued female leadership at the top of the profession. The report analyses nearly 15,000 global CPO appointments between 2023 and 2025 and gives unique insight into how the role is changing, global trends and the priorities driving appointments.
Women Dominate C-Suite Appointments: Around 70% of human resources professionals are women and – unlike other so-called “pink-collar jobs” where leadership roles tend to be filled by men – this dominance is reflected in the appointments to the most senior positions. Almost three quarters (72%) of global CPO appointments in the last year have been women, with the average age rising to 52.
The UK and Australia stand out as markets where female representation is particularly strong, with women accounting for around 80% and 87% of appointments respectively. North America also remains above the global average.
The picture elsewhere in the world is mixed. In parts of Asia, including Japan and India, appointments remain more heavily skewed towards men, although India is showing signs of gradual progress. In Europe, the balance is broadly consistent with global trends, though individual markets vary.
Private Equity Driving Demand for CPOs: Private Equity (PE) firms are increasingly shaping the global Chief People Officer (CPO) market, with close to 40% of all CPO appointments now occurring in PE-backed businesses, up from a third two years ago (34%).
The highest proportion of PE hires are to be found in the UK, US, France and Germany, where PE-backed organisations are driving strong demand for senior people leaders.
In another study released last year by Eton Bridge Partners, The CEO and Board Insight Report, 49% of PE backed CEOs and chairs identified internal operating efficiency as their most important value driver for the year ahead, supporting the view of the role of CPO being increasingly seen as critical to business performance, culture and value creation.
The study also revealed that nearly a third (29%) of PE-backed CPO roles are going to first-time CPOs, showing there is progression into the role.
CPOs Getting Older: Overall the average age of CPOs has risen to 53, signalling a growing preference for experience, judgement and leadership maturity.
Olivia Sharp, Partner at Eton Bridge Partners, comments: “What we’re seeing is a clear shift in how organisations are thinking about people leadership. The CPO role has become far more central to business performance – particularly in environments undergoing change or growth. As a result, boards are placing greater emphasis on experience, adaptability and the ability to lead transformation, rather than following a single, traditional pathway.”
Overall, the findings point to a role that is becoming increasingly strategic and influential. As organisations navigate economic uncertainty, technological change and evolving workforce expectations, the Chief People Officer is emerging as a key driver of long-term performance and value.
Are you being bullied at work? Expert reveals common signs and how to handle it…
Are you being bullied at work? Expert reveals common signs and how to handle it…
Workplace bullying is a real concern, with the CIPD reporting that 25% of employees experienced conflict or abuse in 2024. Bullying can take many forms ranging from insidious harmful comments that are hard to call out to more overt instances of physical or verbal abuse. Irrespective of the form that it takes, proactive steps should be taken to ensure that workplace bullying is not allowed to thrive in your environment.
Dr Richard Anderson, Director of Learning, at High Speed Training, said: “UNISON defines workplace bullying as persistent offensive, intimidating, humiliating behaviour, which attempts to undermine an individual or group of employees. Bullying can take many forms and can occur in a wide range of situations which can make it hard to identify. However, bullying of any kind is unacceptable and must be addressed before it continues to undermine an employee’s right to be treated with dignity and respect.”
The terms bullying and harassment are often used interchangeably however there is a difference between the two. Harassment typically refers to unwanted conduct that seeks to humiliate or undermine an individual group. However, unlike bullying, harassment is caused by prejudice against specific groups and/or protected characteristics. The Equality Act 2010 established nine protected characteristics and if someone is subjected to abuse because of a protected characteristic then that is classed as harassment.
Most discriminatory behaviour is illegal in the UK and so there is specific legal action that can be taken in the case of harassment. Dr Anderson said: “Whilst it can be hard to identify bullying, it’s important that you are aware of the signs so that you know when to take action. Common signs of workplace bullying can include constant criticism, threats, aggression and shouting, removal of duties without reason, overbearing supervision monitoring or being excluded and having reasonable requests refused.
“It could also take the form of being put down or mocked, or more seriously, having malicious rumours spread about you, or unwelcome sexual or inappropriate advances. Bullying can be incredibly damaging to one’s mental and physical health and, if left unchecked it can create a toxic work environment in which employees do not feel safe and supported. It is therefore vital that bullying is tackled immediately and that all signs of bullying are treated seriously.”
There are several ways in which bullying can be tackled in the workplace. These include:
- Creating a positive environment – Whilst this won’t necessarily stop instances of bullying, it will create an environment in which bullying behaviour is not tolerated, and becomes easier to spot and report.
- Encouraging clear communication – This can embolden staff to speak up about what they may be experiencing and also to speak up for one another.
- Documenting what you see – Discreetly recording details of bullying behaviour as they occur provides you with proof which can be presented to HR in order to tackle the situation.
- Reporting the behaviour – Reporting bullying behaviour holds the bully accountable and ensures that the company addresses the issue in the best way.
If you are experiencing any bullying behaviour, it’s important that you speak up. The first action you can take, if you feel comfortable to do so, is to speak directly to the person who is behaving in this way. It may be that they do not realise what they are doing, or how their behaviour is affecting you. Be clear with how you feel and try to stay calm.
If you do not want to do this, or if you have already done so and the behaviour has continued, you could report it to your line manager, HR department or your trade union representative if applicable.
If none of the above are suitable for your circumstances, you could make a formal complaint using your organisation’s grievance procedure. In addition, if you need any further help or advice, you could contact Acas, an independent public body that provides advice on dealing with workplace conflict.
9 in 10 Women would stay longer with employers that support midlife health
9 in 10 Women would stay longer with employers that support midlife health
A new study from LiveCareer UK®, a trusted online CV builder, reveals that meaningful menopause and midlife health support could be one of the most effective retention strategies for today’s workforce. According to the Midlife Divide Report, 91% of women say they would be more likely to stay with an employer that actively supports midlife health needs. Flexible schedules (58%), mental health days (56%), and more women in leadership roles (54%) were ranked as the most impactful forms of support.
Key Takeaways:
- 91% would be more likely to stay with an employer that actively supports midlife health needs.
- Flexible schedules (58%), mental health days (56%), and more women in leadership roles (54%) were ranked as the most impactful forms of support.
- 68% say gender and age influence how seriously their health concerns are taken at work.
- Nearly one in four (23%) feel menopause is still misunderstood and insufficiently addressed in the workplace.
Menopause Support as a Retention and Inclusion Strategy
Nine in ten women (91%) say they would be more likely to stay with an employer that actively supports midlife health needs. Far from a niche issue, menopause awareness and accommodation are fast becoming key components of inclusive, competitive workplaces.
“Menopause shouldn’t be a career limiter,” said Jasmine Escalera, career expert at LiveCareer UK. “When organisations normalise the conversation and provide meaningful support, they’re not just helping women, they’re protecting their leadership pipeline and building a stronger, more inclusive culture.”
Flexibility Tops the List of What Midlife Women Want Most from Employers
When asked what would make them feel more supported at work, women overwhelmingly pointed to flexibility, paid leave, and representation, underscoring the need for both policy and cultural change in the workplace.
What Would Help Women Feel More Supported:
- 58% — Flexible schedules
- 56% — Paid leave or mental health days
- 54% — More women in leadership roles
- 37% — Manager training on menopause
- 25% — Health insurance that covers menopause-related care
- 8% — Peer groups or safe spaces for discussion
How Women Manage Menopause
In the absence of targeted workplace benefits, many women rely on personal strategies to manage symptoms and maintain productivity:
- 58% seek therapy or mental health support.
- 58% turn to exercise or nutrition changes.
- 52% use hormone replacement therapy (HRT) or other medication.
- 40% rely on supplements or alternative medicine.
- 29% adjust their work hours to cope.
- 6% are not taking specific action; fewer than 2% say symptoms haven’t affected their work.
Gender and Age Bias Shape How Midlife Health Is Perceived at Work
Even as conversations about menopause become more visible, a persistent perception gap remains.
- 68% say both gender and age affect how their health concerns are taken.
- 22% cite gender alone.
- 8% say age is the primary factor.
- Only 2% believe neither gender nor age plays a role.
These perceptions reinforce how workplace culture, not just policy, determines whether women feel seen and supported during a critical career stage.
OUT TODAY – March 2026 Issue of Hr NETWORK Magazine
OUT TODAY – March 2026 Issue of Hr NETWORK Magazine
SIGN IN/SIGN UP TO Hr NETWORK HUB TO READ ALL OUR MAGAZINE ISSUES…
Hr NETWORK Magazine March 2026
Navigating New Terrain: HR’s Route Map for the Employment Rights Bill
The Employment Rights Bill 2025 introduces sweeping reforms to worker protections and intensifies employer obligations. This requires HR to manage heightened risks through phased policy updates, cultural change and driving organisational readiness. Andy Moore took a closer look.
Also in the latest issue:
- Announcing the NOMINATIONS for Hr NETWORK National Awards 2026
- SPECIAL FEATURE: Automation to Acceleration
- The regular sections of the magazine include: News, STATS and EXTRA
- The ‘Insights’ section features first class comment from those in the know on a range of subjects including: Cyber Security; Employee Experience; Trauma in the Workplace
Click the front cover below to read the latest issue:
