​Well one is a wig, and one is to do with contracts of service being allocated to a new business / service but in my experience a lot of the time the name is where the confusion starts…  
 
TUPE is the Transfer of Undertakings (Protection of Employment).

The most straightforward way I explain this that if a service or business is ‘lifted and shifted’ to another business / provider then the same happens with the employees that are assigned to that service / business.  As ‘TUPE’ incorporates both businesses transferring or a service moving that means that there are two types of scenarios that are protected by TUPE.
 
The reason for them being ‘protected’ is to ensure that no employee who is involved in a TUPE is at detriment because of this. 
 
You are possibly asking... well why would they be at detriment? 
 
TUPE is an interesting thing for employees, and we cover this a bit further down but it’s a business decision that impacts employees.  The business has decided, for whatever reason, to transfer that part of the business or service to another employer.  The impact of this is that the employees will then work for someone else who probably have different terms and conditions, pay rates, hours etc. the aim of the legislation is to protect those individuals who haven’t been involved in this decision. 
 
So lets look at this in terms of an example…  and I apologise in advance for my drawing skills...

cleaning company will be their new provider to clean the offices’.  This means that Carol’s cleaning loses the contract and Shaun’s sparkles now take this over. ​

​But what happens to Carl?
 
Carl as he is only provided to work at Thomas’s trade supplies location, albeit he is paid by Carol’s cleaning, he would be considered to be aligned to that specific contract and therefore be ‘in scope’ of TUPE.  This means that he would leave Carol’s cleaning company and transfer all of his employment to Shaun’s sparkles (he is ‘lifted and shifted’ with the contract).  

Carl shouldn’t suffer a detriment because Thomas’s trade supplies has awarded another business the contract of cleaning their offices… 
 
Whilst, hopefully, this is sounding fairly straight forward there can be more complexities if a TUPE or service provision is fragmented (contract given to several businesses) and identifying who is in scope for the TUPE etc.  There is also the question of what terms and conditions should / could or would transfer and then what happens if the service is changing after the transfer… 
 
One of my main success factors is to always get the right people involved, build relationships quickly, follow the process and ensure communication happens with everyone when it should.  After all for many employees involved, this is a difficult situation as they have not initiate the change it was a business decision.

Do you have the faith?

I’m not talking religion or even politics I’m talking about you.  Do you have the faith in you?

Take a minute.  Think about life and how you encounter countless hurdles, challenges and those moments of self-doubt.  It’s in those times that you either walk towards or run from your faith.  What do I mean?

​Your own abilities should act like a beacon, guiding you through the current storm and empowering you to reach your full potential and coaching plays a transformative role in the ongoing storms.
 
The Inner Beacon
 
At the core of your faith is your ability to recognise your inherent worth and the unique talents you bring to the table - that spark that makes you, you.  Your beacon shines the light on the strength you possess, your resilience, your skill to navigate all those complexities thrown your way.  Whilst each storm is different and more than likely continually changing that beacon remains strong.  That beacon is your fire that propels you forward even when faced with adversity.
 
I believe that there are times when:

• We can all keep that beacon shining bright, it’s like its on an ‘auto clean’
• We sometimes need to clean the glass to help the brightness come through
• We need some support to clean the glass and switch that auto clean on.

 
These different scenarios could be occurring because of various reasons, events, beliefs or experiences but just because it is, doesn’t mean it has to be  [quote from Australia, film 2008]
 
Shinning the beacon 
 
Whilst self-belief is inherently personal a skilled coach can act as a catalyst in helping individuals unearth and nurture someone’s empowering force.  Through guidance, support and unwavering belief in your potential a coach can provide the tools and strategies to make that beacon dazzle. 
​

Embracing the storm 
 
When you have faith in yourself the storm transforms from insurmountable obstacles into opportunities for growth.  The mindset changes to “I can do this” and this is fuelled by the knowledge that you have been through storms and come out the other side and you will do again. 
 
This refurbished beacon of light enables you to step outside your comfort zone, taking calculated risks and pushing the boundaries of what you thought was possible.  Your coach will walk alongside you, offering encouragement and tailored strategies to aid navigation and further solidifying your self-belief.
  
How can this help unlock your potential?  
 
Self-belief is a key and unlocks the true potential. 
 
When we trust in our abilities we are more likely to pursue dreams, set ambitious goals and preserve until we achieve them. 
 
You’ve unlocked your potential you stop being held back by fear of failure, or the opinion of others, instead of these you are driven forward by the inner conviction that you have something valuable to contribute. 

Building Resilience
​
Of course life isn’t without setbacks, we all experience moments of disappointment, failure, worry but having that faith in your own abilities empowers you to bounce back from these moments in time with resilience.
 
By being able to see them as opportunities to learn and grow as an individual you come back stronger with your beacon shining even brighter.
 
Embrace the Power Within
In a world that often tells us to doubt ourselves, having faith in your abilities is a radical act of self-love and empowerment. It's about embracing your unique strengths, facing challenges with courage, and pursuing your dreams with unwavering determination. When you believe in yourself, you unleash a powerful force that can transform your life and inspire others to do the same. With the support of a dedicated coach, you can cultivate and amplify this self-belief, unlocking the extraordinary potential that lies within. So, take a deep breath, trust in your abilities, and step boldly into the world. The possibilities are limitless.

As a Coach The clients I work with are primarily focussed on either leadership development or mindset.

• Leadership | Empowering individuals to be the leader they want to be and empowering them to get there!
• Mindset | Developing confidence, challenging imposter syndrome and develop a positive mindset

I am purposeful on the questions I ask with a view to getting the client to really consider and challenge themselves.
​

You set a goal, brimming with motivation, only to see your enthusiasm dwindle as weeks turn into months. Life gets busy, distractions abound, and suddenly that promotion or business plan review feels lightyears away.

Here's where the magic of accountability partners comes in.

What's an Accountability Partner?

An accountability partner is your personal cheerleader, nudge-giver, and progress tracker – all rolled into one. It's someone you share your goals with, who holds you accountable for your progress, and celebrates your victories (big and small).

Why Partner Up?

The benefits of having an accountability partner are numerous:

• Increased Commitment: Having someone invested in your success makes it harder to slack off. Knowing you'll have to report back keeps you motivated.
• Boosted Confidence: Regular check-ins and encouragement can do wonders for your self-belief.
• Overcoming Obstacles: An accountability partner can be a sounding board for challenges and offer support when you hit roadblocks.
• Staying On Track: Regular communication helps you stay focused and identify areas where you might need to adjust your approach.

Finding Your Perfect Match

The ideal accountability partner is someone you trust, respect, and who complements your goals. Consider someone with:

• Reliability: You need someone who will consistently follow through on check-ins and offer support.
• Positive Attitude: Optimism and encouragement are key in keeping you motivated.

Making it Work

Here are some tips for a successful accountability partnership:

• Set Clear Goals: Be specific and share measurable progress markers.
• Establish Communication Channels: Decide how often you'll check in (weekly, bi-weekly) and what method works best (calls, texts, video chats).
• Celebrate Milestones: Acknowledge and celebrate achievements, big or small.
• Be Open and Honest: Don't shy away from sharing challenges and setbacks. Your partner is there to support you, not judge.

Ready to Find Your Partner in Progress?
​
Then lets talk, this is a service we offer as we know how important it is to keep on track! https://calendly.com/julie-1tx0

With an accountability partner by your side, you'll be smashing those goals in no time.

Have you had experiences with accountability partners before? We'd love to hear about your experiences!

Two separate areas of major concern for me but all coming down to issues with communication with businesses! 
 
Quiet Quitting

• This is where individuals are slowly disengaging from their roles and responsibilities.  It might be they are working less hours than they used to, not achieving the level the previously had. 

 
Quiet Cutting

• Highlighted in an article by People Management quite cutting is a term now being applied to ‘silent sacking’ where employers try to get there workforces to resign either through changing or reducing their responsibilities…  whilst you may first think ‘why haven’t I thought about this’ this is riddled with risk and also ethical and morale issues.  

 
The fact that both of these have been given the word ‘quiet’ in front demonstrates that there is a concern that businesses and individuals are not communicating let alone potentially doing the legal, morale, ethical and generally right thing! 
 
Two-way communication has been bounded about as long as I can remember as a pivotal role within a business, the information goes up, down and sideways in a business hierarchy but what has potentially changed?

• Is this an impact of covid? 
• Of employees burning out?  We know that for many professions there is a serious concern of this, people not being able to get that life/work harmony in play.  Whether that’s because we are connected to the business world 24/7 through social media or for another reason maybe?

 

If this article resonates with you then please do make sure you contact Apiary Solutions as we can assist you to be as noisy as possible, but again without singing!  ​

 That’s not our forte! ​

​As we’ve survived pancake day and are now all about love we wanted to look at romance in the workplace… well we’ve decided this would cover:

• True love
• A peck in the stationery cupboard
• Fling near the filing cabinets

 
Any of these can bring their own challenges to the working environment as all HR professionals will have experienced when it comes to untangled the “web of wooing”.

The majority of individuals spend most of their time within a working environment so its only natural that this can be a breeding ground for romance however this does come with a few words of warning for the wise.  The words not only fall for those in the relationship but also leaders / business owners! 

Consider the hierarchy of the relationship, are those in the relationship on the same level or reporting into each other.  Best practice would be to separate those in the relationship so that leadership, expectations and fairness remain consistent for all employees. 
 
Imagine either working for your partner on a good day or after a full on barny on the way to work!  Also what about when one of the people in the relationship ask for ‘favours’ to leave early –  do other team members get the same treatment? How does this impact the rest of the team in terms of their engagement, productivity and willingness to go the extra mile?
​

​If the relationship is new, whether its long term or short – what will the impact be to their personal brand?   Will colleagues be positive, will they gossip, will the professional relationships change?
 
It is likely that there will be an impact and as a leader or business owner, how will you address that?  
​

​Is there a conflict when it comes to confidentiality and this is something that I have witnessed again and again when having to protect the data and decisions within the business.  Within any relationship there may be that time when ‘pillow talk’ focusses on work / their roles etc what is the risk that confidential information maybe shared during that time?  Do you need to have a conversation with both individuals to remind them of their obligations to their employer?  
​

​Whilst no one wants to consider this, what will be the impact to their roles / employment should it go wrong?  It could be that the impact is:

• A resignation
• Request to move to a different site 
• A grievance  - if there is a relationship breakdown especially if there are hierarchical reporting lines in place 
• An atmosphere

 
Consider how you will navigate the business or team through these times, as it can really impact the business.   Of course you have the added challenge that if it does go wrong there will be an impact to the team dynamics as well as gossip / personal brand and so on! 

TO SUPPORT YOURSELF? YOUR TEAM? YOUR BUSINESS? 
 

• Have clear guidelines in place as to relationships within the workplace.  It sounds ‘over the top’ I know but having those in place will make the process far easier should it happen. 
• Ensure that reporting lines are adapted if possible so there isn’t a risk of confidentiality being broken or hierarchy favouritism
• Whilst setting clear expectations make sure you steer away from just ‘pushing it under the carpet’.  It is a fine balance of knowing about relationships and protecting the business but keep an open mind and clear communication with the parties.  That way they are more than likely to let you know should something change in their status.

 
In conclusion there is often a delicate balance between the workplace and relationships however by making sure you have the right awareness, processes and communication in place it can really take the ‘heat’ out of the moment!
 
Also working with your HR partner can really help you when navigating the web of wooing and the chances are we will have dealt with something similar in the past so if you need us we are here.  Feel free to book a free 30 minute consultation with us through emailing [email protected] 

This year we have seen Rishi Sunak state that there will be changes to the apprenticeships and more exams in schools to ensure everyone has the same base qualifications. However, is this where the world of business is heading towards or away from?
 
If we consider the Forbes article on the top ten HR trends for 2023 it anticipates that in 2026 companies will focus on people having:

• Personal learning and mastery
• Achievement focus
• Cultural and social intelligence.

 
How does that correlate with the increase in exams and set qualifications and as a business, where are you at ensuring your business strategy and workforce are also working towards this?
 
If we look back at the pandemic businesses really felt a shift in the power of relationships, being able to interact with customers or other employees, the importance of the relationships and how those human skills are a necessity.  We are continuing on that journey and empowering those skills further in the future.   So whilst this is great, what does that mean?
 
Your customers:
Will look for an expert or a subject matter expert in their field.  They will seek the in-depth human relationship with you and your company and seek reassurance from your expertise.
 
Your employees:
Whilst cross training staff to be more productive and responsive can be a real benefit to teams and businesses, do you continue to have subject matter experts who can be relied upon to provide the added value of the service your business offers?
 
You:
How can you ensure that you are meeting your customer expectations, being the expert in what you do.  Will you sharing your achievements, and what achievements are considered worthwhile sharing?    What about sharing the achievements of your team? 
 
It could be if you work in customer services that you look to become ITIL qualified so that you understand the importance of the ‘flow’ of the business and customer experience, or as a project manager so you become Prince Qualified and complete a Six Sigma course?  Only you will be able to identify what is right for you.
 
Afterall human connections and relationships can’t be added into a CRM or automated, although some may argue that they can, for a successful future we will need to ensure that we all have these skills and abilities going forward.
 
So where does that leave me?  Well whilst I’ve reached my expertise in Human Resource, I will now start my journey to increase my mastery in coaching and work to become accredited by
​the International Coaching Federation.
 
As they say, every day is a school day! 

​As this week comes to a close and after celebrating achieving a Diploma in Corporate Coaching and becoming a Fellow of the CIPD  (Chartered Institute of Personnel & Development), I came across an article from People Management magazine which is produced by the CIPD regarding the final days of the dreaded CV.

CVs or Curriculum Vitae / Resumes I believe are a dreaded part of the process when going for promotion, or looking for a new role as all of a sudden we have to spend time collating our skills, experience and qualifications to make sure that we can be assessed by a piece of paper.  
 
As an HR Practitioner, I have always said that a CV is worth its weight on paper, whilst it's great to see someone’s achievements, interests and their career journey that’s all it tells me.  It doesn’t tell me about who they are, what skills they have and how they can flex their style to be adaptable to meet the needs of the role, their team or the business.  
 
The other challenges I am always aware of with CVs are that:

• Candidates can ‘egg up’ their achievements or be creative and not many organisations, depending on the sector, will spend time checking the accuracy of qualifications or experience.  
• Coaching can occur in preparation for interviews.   Depending on the candidate and the role, the candidate may opt to be coached on their interview skill to ensure that they are the best of the best during the interview.  Whilst this is a great option and shows initiative, just because the candidate is great at an interview it doesn’t mean that they have the skills to be successful in the role they are applying for.

 
So what is the answer?
 
To me the answer is straightforward however, the concept of ‘doing’ can be more complex.  It is about skill-based assessments and questions.   The interview or assessment should be focussed on what is required for the role and the practicalities rather than a piece of paper and a 30-minute conversation to see if ‘you like them’ or if they are a 'good fit'.  After all do we not tend to add in unconscious bias in these situations, where we like people who are like us?  
 
Forbes Leadership identified that by 2026 businesses will be hiring candidates based on the below additional skills:

1. Personal Learning & Mastery
2. Achievement focus
3. Culture and Social Intelligence 

 
As the world of work drives further flexibility and adaptability businesses need to ensure they are hiring the right talent for the right reasons.  By skills-based assessments, you are also driving inclusivity further within the business.  Consider a candidate who is going to be a tradesperson, you need to see their skill rather than them providing a technical insight into a kit or talking through the repairing of equipment, that they might have just read or watched on the internet.   
 
The concept of the ‘doing’ I consider to be more complex purely because you need to find time to review what it is you are looking for in their skill and how you will be able to assess it.  You need to continue to ensure that you are being fair and offering reasonable adjustments where possible but it could be simple assessments such as:

• A receptionist answering several calls and putting people through
• An administrator organising a series of complex meetings and working through time management challenges 
• An electrician rewiring a test system promptly

 
By doing this, you may be able to get an insight into their customer service skills, their actual skill and the level of knowledge they have.  All of this will then enable you to decide whether they are the right person for the role and therefore will have a positive impact on your business.
 
My ask is that you take time out to consider your interview process, how you feel about CVs and whether you need to adapt your processes. The suggestion is that this is done before the next time you need to hire, the reason for this is so that it doesn’t delay your recruitment time and cause an impact on your business.
 
If you need support with this then of course, please contact Be You. 

We are here to empower success through people solutions.

Julie Marsh 
Chartered Fellow CIPD 

• Should it be?

​

• Do you just not have time?

​

• To busy trying to take on the world?

​Did you know journaling can help you achieve your goals?  

Journaling is a great way to empower reflection time within your daily, weekly or monthly routine. There are so many different options to journaling and if you find another way that works for you then that is fantastic! Just make sure you share it with others so they can benefit from your knowledge too!

What’s the point?

In todays’ world we spend so much time focussing on the next action, the next deadline and rushing to achieve the majority of individuals have mislaid their routine in reflecting on the day, week or month without the intention of doing so.
Remember (for some) those days where you left your computer at work, as it was attached to the desk and there was no Facebook, google or meta verse whilst that whole concept makes me feel quite old, the majority of people were able to disconnect because there was no mobile connection. That enabled people to take the time to think about their day, what went well, what didn’t, what could be changed, what we wanted to achieve.

These days the majority of us are constantly connected and because we react to the connect we don’t get that downtime. Therefore for me journaling because a necessity as we proactively plan time to reflect, a way to consider what we are doing and why we are doing it

What are they different ways to journal?

• Have a journal that captures the weeks ahead and what you plan to achieve over a set period and then gives you an opportunity to reflect on what you did achieved and how it felt.
• Journal but only when it suits you - this is for those that like the freedom to decide when they use their reflection time rather than having a specific time or day to reflect, if you do this and find it empowering then that’s fantastic I know for many colleagues it works wonders but for me, if its not on my ‘list’ then I will struggle to action it.
• Jar journaling. I have managed to do this one for a whole year as part of a self finding project - the idea is that you get a jar, large enough to keep all your notes and then either on a set day or as an ‘as and when’ basis write short sentences on note paper and place it in the jar. The idea is to reflect and read through all your notes at the end of the year. When I tried this it was really freeing to see at the end of the year the types of reflections I’d made though some where just too short to make any sense of!
• Free-writing. This is where you don’t think about what you are going to write and you don’t take the pen off the paper you just write whatever comes into your mind, it doesn’t need to make sense, be formatted etc and the contents once finished may not be a reflection on the week but I imagine your mind will feel clearer and reflection will have occurred - whether you know that or not.
• Overwriting. This is similar to free writing in the sense that you just write what comes into your head however with overwriting instead of writing down the page, you continually write over what you have already written. Yes it will ineligible when you are finished and its probably best not to try and read it but its good way

But Why?

Well as mentioned it’s a great way to ensure you reflect whether that is on your emotions, relationships, experiences, skills or all you see, hear and do. After all every day we are having new experiences which shape how we see and understand the world around us. As quoted in NLP (Neuro Linguistic Programming):
​

​If you find journaling or reflecting a challenge, keep with it as it can take time to form a new habit, just the same as when you sign up at the gym - if you don’t keep going you lose the pace and slowly find yourself stopping! 

At Be You Consultancy & Coaching we can support you by developing a coaching or mentoring program tailored to your needs, after all its your journey!  

If this is something of interest then please contact us to find out more! 

​If you consider that traditionally leaders/managers were ‘one style fits all’ and the employees had to flex to meet their leaders style rather than the other way round this is quite a change. 

For some leaders situational leadership will be a ‘new world’ approach.  I imagine traditional managers could find a transition to this ‘new world’ a challenge.  
 
Situational leadership was developed by Paul Hersey and Ken Blanchard in their 1969 book Management of Organisational Behaviour, initially, it was called the “life cycle theory of leadership” then during the mid-1970s it was renamed to “Situational Leadership Theory”. It was then adapted further when Hersey and Blanchard went on to create their own models;
 
Hersey created the “Situational Leadership Theory”
Blanchard et al created the “Situational Leadership II Model’.
The fundamentals of the models were that

1. There was no single “best” style of leadership
2. Effective leadership is “task-relevant”
3. Most successful leaders are those who adapt their style to the “performance readiness (ability and willingness) of the individual/group and the task that needs to be accomplished”

 
After reading the above you may be thinking... if it was introduced in 1969 initially why isn’t this necessarily a common practice amongst leaders?
 
Good Question!!! 
 
My thoughts are that for leaders to adopt this style they need to be confident in their abilities and have the necessary skills to adapt. It takes a leap of faith to be able to adapt your style, going from what you have experienced yourself and how you can transition and apply your learnings, knowledge and leadership to any situation.

​What are the pros and cons? 

What skills are required?
 
According to Martin Luenendonk situational leaders require the:

• Ability to diagnose both the task at hand as well as who in the team is most suitable to work on the task.  This includes both their developmental opportunity as well as their readiness to complete the task successfully.  
• Adaptation of your skill set in leadership.  Adaptation can be improved by your experience and knowledge but also your energy.  This means its important to ask questions and listen to hear, not listen to respond!   
  • Remember that your team are always watching you and they will, usually without being consciously aware, mirror your behaviour, language and tone.  
• Communication If you are adapting your leadership style in orfder to retain the engagement of your team you must have advanced communication skills that are tailored to the needs of the team.  You will need to use your skill in order for your team to join you on the journey whilst you are showing empathy, authority and clarity but driving engagement and motivation
• Ability to advance  Successful leaders, no matter their style have the ability to advance work to ensure completion however this is essential when working within situational leadership as you will need to consider at each stage which leadership style is the best to ensure the project/work is advanced!

 
​How do you decide which leadership style is the best for the situation?
 
Your decision will likely be based on multiple factors including, but not limited to:

• Your knowledge
• Your experience 
• Whether the task is straightforward or complex
• Stakeholders involved
• Risk v Return
• Relationship with the team
• Readiness of the team and their developmental opportunities  

Did you know that Be You Consultancy and Coaching offers a program to individuals including leaders on situational coaching.  The purpose of this is to develop a mindset around situations, and to prepare the client to get the most out of each situation!   If this sounds like something that could be of benefit to you then please contact us.