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Nearly a third of families unable to access documents after of a family death
Nearly a third of UK families unable to access important online services and financial documents in the event of a family death
Grieving families across the UK are being left in the dark about where key financial information is stored and how to access it in the event of death, leaving them in potential financial risk according to new research from Employee Benefits provider, MetLife UK. The findings reveal that 28% struggled to access important online accounts following the death of a loved one, while a further 29% said they didn’t know where important documents were stored.
The data also highlights a significant knowledge gap around what steps people should take in preparation for a familial loss. More than one in five (21%) admitted they didn’t even know what financial or insurance policies, bank accounts, or debts had been left by loved ones creating a huge challenge to even know where to start to get affairs into place.
Respondents also said they would like more help from employers navigating such challenges. Around one in seven (15%) said that having been through a bereavement, they’d have liked more help with things such as contacting accountants, being an executor of a Will, or how to close someone’s bank account. Furthermore, just over half (51%) said that they would now use a bereavement planning service if it meant it could help with things like Will-writing or securely storing documents and passwords for loved ones to provide easy access after a death.
MetLife’s Group Life policy is more than just a much-needed lump sum, it gives holders free access to its Life and Legacy services.
Therefore, in addition to a life payment for the family left behind, in partnership with the “funeral concierge” provider, Everest, it also provides expert services, which both aids planning pre death and offers 24/7 assistance to family members after. This includes Will-writing services, expressions of wishes documents and a digital lockbox, for all passwords and scans of documents for employees to set up. A digital lockbox means family members get access to everything inside upon death, and they’ll then know important information such as who mortgages are with, and have access to all financial services information such as bill providers, debts, bank accounts, pensions and social media accounts.
Charlotte O’Brien, Head of Employee Benefits at MetLife UK, commented: “MetLife’s research shows that employers have a real opportunity to play a key part in supporting employees after a bereavement and ensuring their affairs are in place and providing free assistance for loved ones.
“In partnership with Everest, we want to revolutionise the Group Life market to be so much more than just a payment. We know that our unique funeral concierge service which provides support for families left behind is just as important to people. The grieving process is tough enough without the added stress of battling to get access to the critical financial information or not knowing about funeral planning or all the other legal elements involved in death.”
Supporting employees is what HR professionals most like about their jobs
Supporting employees is what HR professionals most like about their jobs
Employees are an organisation’s greatest asset and essential to the successful running of most businesses, so it makes sense that supporting them is seen as a critical function of the HR role. It’s also what draws many people to the HR profession. According to new research by Ciphr, supporting employees has been named as the top reason for why people like working in HR.
Half (50%) of the 300 HR decision makers polled agreed that supporting employees was a key element in enjoying their jobs, while a further 47% cited hiring new employees and growing the business as their favourite aspect. Helping to improve workplace productivity and efficiency, and working with nice colleagues, are also important factors for two-fifths of respondents (selected by 40% and 39% respectively).
Other popular aspects of the job are those that prioritise making work better, like supporting good employment practices and ensuring legal compliance (37%), solving problems (36%), and helping to create a good working culture (34%).
Ciphr’s findings suggest that most HR professionals enjoy the important work they do. When asked to share which aspects, if any, they liked most about working in HR, only one person opted for ‘none’. While some parts of the role may be more enjoyable than others, 90% of respondents could name three or more favourite things about their job (on average, they picked six).
For around a third of those surveyed, what they like most is the sense of achievement and job satisfaction that their work provides (35%), as well as a good work-life balance (33%). A similar number (32%) enjoy knowing that their work contributes to business success.
Opinions on HR pay, interestingly, are a bit more mixed. Only around a quarter (28%) selected competitive pay or a good salary as one of the main reasons why they like working in HR (ranking it in 16th place) – implying some dissatisfaction with HR compensation levels generally.
The top 15 reasons why people in HR most like their jobs are:
- Supporting / helping employees: 50% of HR professionals surveyed
- Hiring new employees / growing the business: 47%
- Helping to improve workplace productivity / efficiency: 40%
- The people they work with: 39%
- Supporting good employment practices / ensuring legal compliance: 37%
- Solving problems: 36%
- It gives them job satisfaction / sense of achievement: 35%
- Helping to create a positive and inclusive working culture: 34%
- Good work-life balance: 33%
- Supporting business success: 32%
- It’s important / purposeful work: 30%
- The HR community: 30%
- Good career progression / advancement opportunities: 29%
- They feel valued and appreciated for their work: 29%
- Learning new skills: 28%
Job aspects that didn’t quite make the top 15, besides pay, include the variety or versatility of the HR role (28%), transforming business processes (26%), and informing strategic decision-making (25%).
Claire Williams, chief people and operations officer at Ciphr, comments: “I truly believe that company performance is a direct reflection of its peoples’ performance. You can have the best strategy, products, or technology but without engaged, high-performing people, success is never sustainable. And HR sits at the heart of this – shaping cultures, enabling leadership, and driving the right talent strategies to unlock potential.”
Ciphr’s director of people, Karen Lough, adds: “Whether it’s helping someone navigate a challenge, grow into a new role, or simply feel heard and valued, those small moments add up to something big. For me, that’s the most rewarding part of working in HR and learning and development (L&D).”
Exhaustion at the Top: Over three-quarters of UK CEOs overworked and burned out
Exhaustion at the Top: Over three-quarters of UK CEOs overworked and burned out
LHH recently released the UK findings from its annual global study: ‘View from the C-Suite: Embracing the Transformation of Leadership 2025’. The report investigates the challenges the C-Suite are facing, particularly with destabilising forces at play, from inflation, to political instability and technological shifts.
The challenging economic climate, both globally and in the UK, is continuing to put pressure on the executive team. As a result, over a quarter (27%) of C-Suite executives see economic uncertainty and market volatility as the biggest external challenge for their senior leadership team.
These trying times are leading to burnout – with over three-quarters (77%) of CEOs stating that they currently feel overworked and burned out, and 80% agreeing that they would like to have more leadership support options available to them. This is having a knock-on effect on retention. Nearly half (47%) of C-Suite executives reported a turnover within the leadership team they are part of in the last twelve months. With leadership turnover high, the onus is on organisations to invest in leadership development.
When it comes to the internal challenges facing C-Suite executives, there’s a generational difference in priorities. According to the report, over a fifth (21%) view finding critical talent as one of the most significant internal challenges for senior leaders. When broken down by generation, we see a higher percentage of Gen Z (41%) leaders facing this challenge, compared to Gen X (28%).
In terms areas for improvement, 40% of CEOs believe adaptability and change management are the largest skills gaps or areas for improvement for executives within their organisation. Interestingly, nearly a third of CEOs (32%) cited strategic thinking and decision-making abilities as areas to improve.
Lack of clarity around strategic objectives is also on the mind of C-Suite executives, with 30% agreeing that it’s hindering the effectiveness of the leadership team. A lack of cohesion within the senior leadership team (26%) or unrealistic financial objectives (24%) are also cited as a hindrance.
Frances Cook, Managing Director, ICEO UK & Ireland said: “In order to combat these concerning trends, organisations need to adopt new approaches to manage senior executive talent which support leaders from both a personal and business perspective. Flexible and responsive resources are required to ensure successful internal and external transitions, enhance wellbeing and encourage adaptability amid change and uncertainty.”
The greatest asset an organisation has is its talent. With over a third (37%) of CEOs considering a change of role, direction or retirement in within the next 2-3 years, leadership development needs to be a high priority to ensure business continuity.
Internal mobility could be key to increasing confidence, particularly as nearly a fifth (19%) of C-Suite executives see retaining top talent as the internal factor that is bringing the most significant challenges for senior leaders. To enable future leaders emerging talent to thrive, training needs to heavily focus on leadership and team management skills, alongside technical expertise. For some leaders, knowing that there’s a pipeline of future leaders can instil an additional sense of confidence in their leadership, and for employees, the more invested and valued they feel, the longer they stay.
Mental health tops the list of expected employee demands in 2025
Mental health tops the list of expected employee demands in 2025
The latest research from Towergate Employee Benefits shows that mental health tops the list of expected employee needs in 2025, with nearly a third (31%) of employers stating they believe there will be an increased demand for support. Areas where employers think they will see an increased demand for support in the coming year:
- Mental health – 31%
- Financial wellbeing – 19%
- General fitness – 18%
- Male mental health – 17%
- Caring responsibilities – 16%
- Planning for retirement – 14%
- Line managers’ mental wellbeing – 14%
- Dental care – 13%
- Health screening in general – 13%
- 24/7 access to a virtual GP – 13%
- Menopause – 13%
If we take into account ‘male mental health’ and ‘line manager mental wellbeing’ along with the figure focusing generally on ‘mental health’, then in fact 62% of employers think there will be increased demand for mental health support and, of course, most of the other areas of concern can have a negative impact on mental health too.
Debra Clark, head of wellbeing at Towergate Employee Benefits, says: “The good news is that there are a growing number of ways in which employers are able to support the mental health needs of employees, from providing access to an Employee Assistance Programmes (EAPs) to inpatient psychiatric care. This greater provision has corresponded with increased awareness of the support available and an increased propensity to access it. All of this is hugely positive for the employee, but it does create growing expectations for the employer to provide ever-expanding support.”
Employers should look to experts to assist them in the choice of mental health support, and how to balance this with increased demand on other areas of assistance too. While mental health may top the list of requirements, helping employees to deal with their financial and caring responsibilities, along with their physical fitness, for example, will largely help to boost their mental health too.
The list of requirements for support is long and varied from employees. Some of the areas where employees are looking for support are very specific and only likely to apply to a smaller number of the workforce, including such matters as neurodiversity and fertility. It is important, therefore, that employers are able to offer health and wellbeing programmes that are adaptable and can be tailored towards specific needs. New areas of employee support are emerging all the time and include such diverse areas as eldercare, special needs and neurodiversity. The support for these is equally multi-faceted, including helping to find the best places for care and education, as well as guidance on funding, and mental health care for those impacted by caring responsibilities.
Debra Clark explains: “Support is becoming not only more diverse but also more specific. For instance, rather than just ‘mental health’, support can be tailored for each gender, or by age-group, and will often include a more holistic approach that looks at lifestyle, nutrition and building resilience too.’
With such a myriad of concerns being raised by employees and so many more options for meeting these needs, employers will need help in navigating the available choices and matching their support with the needs of their workforce. Some of the issues concerning employees, such as access to a GP, may be easy to address or even already available as an add-on to existing employee benefits. Other requirements, such as eldercare, may need much more specialist guidance, which is available but may be harder for employers to find, compare and select without expert assistance.
Debra Clark concludes: “Employees are being pulled in so many different directions, with a need to keep themselves, older relatives and younger dependants healthy and happy. Increasingly, people are now turning to their employer for assistance. Employers cannot and should not be expected to be experts in all these areas. They therefore need support and guidance, just as much as their employees do.”
OUT TODAY – March 2025 Issue of Hr NETWORK Magazine – NOW AVAILABLE!!
OUT TODAY – March 2025 Issue of Hr NETWORK Magazine
Hr NETWORK is ‘The Hub’ of Scottish HR and people development with an ‘Access All Areas’ pass to Scotland’s most influential human resource and business professionals across all sectors in Scotland. As well as readers from the world of HR, the magazine is also extremely popular within SME (Small and Medium Enterprise) organisations and is very useful for line managers, heads of department, senior management, managing directors and other professionals throughout the country who play a vital role in the development of people within all industry sectors in Scotland. Published bi-monthly, Hr NETWORK Magazine is informative and a ‘must have’ for its readers, and brings with it in every issue, great opportunities and benefits for advertisers and sponsors too.
Hr NETWORK Magazine March 2025
International Women’s Day: Empowered Women. Empowered World.
This year’s International Women’s Day on March 8th will redouble efforts to address many challenges such as gender pay gaps, the need for menopause support and leadership equity. Andy Moore examines some of the key themes for 2025.
Also in the latest issue:
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- NOMINATIONS OPEN for Hr NETWORK National Awards 2025
- Keynote Speakers for Hr NETWORK National Conference & Exhibition 2025
- 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: Change Management; Pay & Reward; Diversity, Equity & Inclusion; Working From Home: 5 Years On
Click the front cover below to read the latest issue:
Pockets of optimism remain in recruitment
Pockets of optimism remain in recruitment
Workers continue to be optimistic about their job prospects despite the economic climate, but some regions are much more confident than others. That’s according to the latest data from international recruitment expert, Robert Half. According to a new study from the firm – carried out by insight agency Opinium between 4th February and 7th February 2025 – 55% of the workforce remain confident about their job security over the next six months, despite economic headwinds.
When asked why, 50% cited their performance and niche skills, while 20% indicated that their industry is growing or in demand, suggesting that on-going skills shortages and a tight labour market continue to put the power in the hands of highly skilled workers.
While the data reveals that worker confidence is high across the board, the statistics also highlighted regional divides when it comes to worker sentiment. In the London region, 64% of employees are confident in their job security, however this falls to 56% in the North West and 46% in the West Midlands.
Matt Weston at Robert Half commented: “The professional services sector continues to experience strong demand for talent, boosting worker confidence despite conflicting economic headlines. Our recent Hiring Intentions survey highlights UK business leaders’ plans to increase the hiring of specialised professionals. According to our data, 82% of businesses plan to make hires in finance and accounting, IT, customer service, and marketing & creative roles across all types of employment (permanent, contract and project based) during the first half of 2025, which in fact is a 5% increase on H2 2024. Nonetheless, the regional disparities that we see in worker confidence, likely driven by the availability or lack of nearby opportunities, suggests that the levelling up and growth agenda hasn’t yet created a level playing field across the country.
“The fact that 50% of employees cite their performance and skillset as the main driver for their job security confidence, compared to 20% who mention industry strength, indicates that systemic skills shortages will likely continue shaping a complex labour market in 2025. In this scenario, candidates, particularly in highly skilled professional services, hold the upper hand in the hiring process. Their expertise and in-demand skills give them the power to set expectations, negotiate favourable terms, and choose from multiple opportunities in their career progression. Given confident employees and a tight market, employers must adapt their talent strategies to align with regional workforce sentiments, invest in targeted training programs, and offer competitive compensation packages to stay ahead when attracting skilled professionals.”