Category: Uncategorized

With the latest Gallup report showing the UK as having only 10% of workers as being ‘highly engaged’, it raises the question of just how do we show employees how much they’re appreciated?
We know how important managers are to people’s experiences of work, but Gallup also shares how managers reported as being even less engaged than non-managers in its latest poll. This might seem unsurprising, when 64% of them identified as being burdened with even more responsibilities than the previous year, with 41% who shared they’d experienced budget cuts.
This might explain how according to Mental Health UK, 20% of workers needed to take time off last year caused by ‘pressure and stress’. And with 35% of adults experiencing extreme levels of this, it’s understandable that employees might be cynical about employee appreciation initiatives.
So, what can businesses and organisations do to turn the tide to genuinely show employees how much they matter?
Appreciating the appreciators
It’s hard to appreciate others when you’re suffering from overload, stress, or burnout. When managers themselves are more disengaged than non-managers, we need to consider how we offer support and help them adapt to the changing demands of work.
Every year, organisations tend to reduce costs but increase targets. Rarely are managers suitably equipped to enable them to adapt to these challenges, which can result in many of them trying to protect their teams from the additional work caused by the cuts or taking on the additional work themselves. This might even result in work being taken home, impacting upon their personal lives.
With managers being so crucial to the experience of employees, they are often overlooked when considering employee appreciation initiatives. Whilst the workload and demands can change, we can be creatures of habit in the way we continue to get work done. Supporting managers on how they can adapt their work, providing time to work out new ways of doing things can help, and by doing so will allow them to be more receptive to appreciating their colleagues around them. And when managers have the scope to appreciate others, we need to consider what more we can do.
Being heard
Employees can often be left questioning whether the senior leaders in the organisation know what’s really going on, specifically with regards to the stress and workloads people are under. Annual engagement surveys can be the cause of further irritation, as often seen as a sterile way to learn about how people are feeling, with a lack of understanding, as employees are limited to only being able to answer the specific questions being asked.
There are several better ways to show employees your appreciation, by taking time out to listen to them – face to face and engaging with them on a personal level with no hidden agenda. For this to happen effectively, it’s important to create an environment of psychological safety, allowing employees to feel comfortable in sharing how they feel and to share their experiences of work.
A natural reaction can be one of defensiveness when hearing how people might be suffering, which can lead to trying to solve this for them, but it’s important to allow them to be heard without judgment. The fact that they are willing to tell you how they feel, means they are passionate to make work better for all.
Personal development
Time is our most valuable commodity in work, and to take time out for meaningful conversations with employees can really help to show how much they are appreciated. It can be hard to understand how people are feeling and how well their needs are being met during their time at work. Holding reviews forces both managers and employees to step away from the running wheel and focus on a thoughtful and reflective discussion.
Personal growth is a key example of showing how much we appreciate employees. Work can often focus heavily on how employees are adding value to the organisation, but it’s just as important for employers to show how much value ‘they’ are adding to their employees.
Understanding the career and development aspirations of individuals, will allow managers to put together plans to develop people to be their very best. It’s hard for individuals to see their own potential, and these moments of reflection can help them see their value, through the eyes of their managers.
Feeling valued
It has been a long-standing view that employees are focused on intrinsic motivation, yet the stagnant growth across the UK, combined with high inflation and lower living standards, means financial rewards are now more important. If we want to show employees how much we appreciate them, it requires us to consider whether what they are paid does this. It’s important to differentiate recognition from appreciation at this point. Recognition often refers to the rewards that are given following the achievement of reaching a target with focus being on recognising a persons’ achievements.
Appreciation on the other hand is focused on appreciating the individual for who they are and the efforts they make, rather than purely on what they achieve. To show how much we appreciate employees, especially when so many are struggling to make ends meet, we need to review the total pay packages we provide.
It’s not just on paying more in salary. Having good pension contributions, providing private healthcare plans, or offering wellbeing payments can help employees better deal with the challenges of life.
A total package might also include flexible working, remote working or offering compressed hours – by really considering what employees would find most valuable.
In summary, it’s easy to focus on wellbeing initiatives – some might even say, that’s quite lazy. To appreciate people – for who they are and the efforts they make to support the workplace, means we should consider meaningful ways to truly demonstrate this. Managers are key, and it’s important we make time to look after them, who in turn, can be better supported to look after employees.
Read more:
How to show real appreciation in the workplace

London Underground drivers, represented by the Aslef union, are set to stage two 24-hour strikes, exacerbating commuter woes across the capital.
Here’s what you need to know about the upcoming walkouts:
When will the strikes take place?
Aslef members will embark on industrial action on the following dates:
– Monday, April 8
– Saturday, May 4
These strikes come after an overwhelming 98% of Aslef drivers voted in favour of the walkouts, citing concerns over changes to terms and conditions.
Which lines will be affected?
The strikes are expected to disrupt services across most of the London Underground network, with drivers participating in industrial action. However, the Elizabeth Line will continue operating as usual, as its drivers are represented by the TSSA union. London Overground and the Docklands Light Railway are also anticipated to run normally, albeit with potentially heightened congestion due to disrupted Tube services.
Why is Aslef going on strike?
Finn Brennan, Aslef’s Tube organiser, criticised Transport for London (TfL) for allegedly failing to provide assurances against imposing changes to terms and conditions without agreement. Brennan highlighted concerns regarding proposed longer shifts for drivers, increased time spent in the cab, and the removal of existing working agreements in the name of flexibility and efficiency.
What has Transport for London said?
In response to the strike announcement, Transport for London called for dialogue with union leaders to avert the industrial action. TfL asserted its commitment to modernising procedures while ensuring the safety and well-being of both staff and customers. The spokesperson emphasised that no changes would be imposed unilaterally and reiterated the organisation’s dedication to maintaining safety standards on the Tube network.
As the strike dates approach, commuters are advised to plan alternative routes and modes of transport to mitigate disruptions.
Read more:
Next Tube Strikes: Dates and Affected Lines Revealed

The Treasury has discreetly halted the bidding process for managing the sale of its stake in Natwest, raising doubts about the structure of the much-hyped ‘Tell Sid’-style retail deal.
The government, retaining approximately 30 per cent ownership of the bank post-financial crisis bailout, had initiated a competitive tender process with retail investment firms to facilitate the sale of a portion of its remaining stake to the public.
However, City A.M. are reporting that these plans are now on hold following a mid-March communication from the government to bidders, stating the suspension of the process for strategic reassessment. The Treasury explained, “This decision reflects our emerging views on the type of set-up and infrastructure required to deliver this complex transaction.”
Reportedly, firms such as AJ Bell and Hargreaves Lansdown were contenders for handling the sale and had submitted bids, though neither firm responded to requests for comment. Ministers are exploring alternative disposal methods to reduce the government’s stake, including accelerated bookbuilds and directed buybacks. Natwest has also sought shareholder approval to increase its buyback capacity from five to fifteen percent within a twelve-month period.
This development follows the government’s stake in Natwest falling below 30 per cent for the first time since 2009, relinquishing its status as a “controlling shareholder” under UK listing rules. The Treasury maintains that the timeline for the retail deal remains unchanged, with a potential sale earliest in the summer, contingent upon favourable market conditions and ensuring value for taxpayers. The bidding process, conducted confidentially by the government, involved firms signing non-disclosure agreements, according to Bloomberg.
The planned retail sale of the bank is viewed as pivotal in rejuvenating retail investment in the UK, with ministers likening it to the ‘Tell Sid’ campaign promoting British Gas privatization in the Thatcher era. Any deviation from or delay in these plans would mark a significant retreat for Hunt and City Minister Bim Afolami, who have been fervent advocates for the share sale. Afolami, in a February interview, touted the Natwest sale as a catalyst for reigniting confidence in the broader market.
Read more:
UK Government Quietly Pauses Natwest Retail Bidding Process

The Conservative Party is eyeing significant strides towards abolishing National Insurance over the next parliamentary term if they secure re-election, according to Treasury minister Gareth Davies.
Davies, speaking to The Telegraph, expressed confidence in the government’s ability to make “significant” progress in eliminating the levy on work, though he refrained from specifying a timeframe, hinting that this move could materialize in the subsequent Parliament if the Tories retain power.
Davies took aim at Labour’s proposals to bolster workers’ rights, cautioning against measures that might restrict the flexibility offered by zero-hour contracts and suggesting potential rises in unemployment. The debate over workers’ rights is poised to become a pivotal issue in the upcoming general election, with both major parties constrained by tight public finances from making immediate costly commitments.
While Labour has criticised the Conservatives’ plan to abolish National Insurance, estimating an annual cost of £46bn, Davies remained adamant about its feasibility, citing recent cuts in the levy. Chancellor Jeremy Hunt had previously expressed ambition in abandoning the tax, albeit acknowledging the likelihood of compensatory increases in income tax.
Despite these intentions, the government’s prospects for re-election appear uncertain, with recent polls indicating dwindling support. Reform Party, on the other hand, is gaining momentum, potentially posing a significant challenge to the Conservatives’ dominance.
Davies stressed that progress towards scrapping National Insurance would be contingent upon favourable fiscal conditions and stability, ruling out resorting to borrowing. However, he acknowledged the long-term nature of this ambition and defended the use of zero-hour contracts as providing flexibility to both employees and businesses.
Labour’s proposals to end zero-hour contracts and enhance worker protections have drawn criticism from Davies, who attributed past increases in unemployment to similar policies. Nevertheless, the debate over the future of National Insurance and workers’ rights is set to dominate the political landscape as the general election approaches.
Read more:
Tories Hint at National Insurance Abolition in Next Parliament

The ability to adapt and change course can be the difference between thriving and merely surviving in today’s fast-evolving economy.
In turn, ‘pivot’ has become an increasingly common term in the corporate lexicon, especially over recent years, as companies face unprecedented challenges and opportunities.
What is a pivot?
A pivot is a strategic shift in a company’s direction, involving fundamental changes to its business model, product offering or target market.
Organisations pivot for many reasons, driven by the need to respond to market shifts, technological advancesand evolving customer expectations. It is a recognition that the current path may not lead to the desired destination and a significant change is necessary to open new growth avenues.
Famous examples include Slack’s move from gaming to collaboration software and Nokia’s journey from a paper mill to telecommunications powerhouse, illustrating that pivots can come from the most surprising of places and lead to extraordinary success.
Indeed, even Play-Doh started life as a wallpaper cleaning product.
The increasing prominence of pivots
The business landscape is developing faster than ever – and with it, the desire and necessity to pivot has increased. Digital transformation, the rise of hybrid work models and an increasing focus on ESG (Environmental, Social and Governance) principles are all forcing companies to radically rethink what they do, why and who for.
Companies are finding that to stay relevant and competitive, they must be agile, embracing change not just to grow, but to survive. The shift towards subscription-based models, the integration of technology in traditional sectors and the need to embed sustainability are just a few factors prompting businesses to reconsider their trajectories.
Thriving through a pivot
We know all about the pivot at fulfilmentcrowd. We have lived the process, transforming from a niche ERP software developer to a market-leading third-party fulfilment services provider in the aftermath of the global financial crisis.
Our transition to tech-led logistics emerged from a combination of customer demand and the need for growth beyond existing capabilities. Sparked by an enquiry from an ecommerce client, we saw an opportunity to expand our value proposition beyond just software solutions, which were profitable but had reached a plateau in terms of future potential.
We initially provided services from our own warehouse but expanded capacity by applying sharing economy principles and adapting the fulfilmentcrowd software platform, securing agreements with partners in the UK before spreading our wings into the USA, Germany and Netherlands before the pandemic in 2019.
Today, we operate a unique model that is protected from imitation due to the technological complexities that have been overcome; the business has its software development origins to thank for that. It is also sustainable by design – rather than building our own fulfilment centres we utilise the millions of square feet of existing underused warehousing globally.
Our pivot therefore was not about adding services; it was a strategic realignment that has propelled us to international growth and leadership in fulfilment solutions. Today, we operate a global footprint of 1.57 million square feet across 15 fulfilment centres which is powering profitable growth, evidenced by a 17% increase in year-on-year revenue and 83% EBITDA rise in H1 of FY24.
Recognising when to pivot
We have learnt a lot about pivoting along the way. First and foremost, it is a decision that should not be taken lightly. It requires a deep understanding of your market, a clear vision for the future and the agility to change course when necessary.
Key indicators that a pivot might be needed could include persistent challenges in catching up with the market, excessive competition, hitting a growth plateau or finding that only part of your business is thriving. For us, it was all about pushing through the barriers to growth and creating a model that could generate revenue as we slept.
Top tips for a successful pivot
If I was asked what the most important things are in order to successfully pivot, I would recommend focusing on the following:

Assess your current position: As a first step, take a hard, honest look at where your business stands and its current potential. Back in the noughties, we knew that there was little growth potential in our market and competition was driving out margin. Thinking long-term, the need for change was existential.
Listen to your customers: Often, the market will signal the need for a change. For us, customer feedback was crucial in kickstarting our evolution.
Embrace agility: Pivoting requires flexibility and a ‘test and learn’ mentality. We quickly adapted how we used our warehouses and evolved relationships with partners to successfully move into a new market.
Focus on your strengths: Identify what you do best and consider how these strengths can be applied in a new direction. For us, we had strong expertise in developing ERP-class software and we utilised that to provide an unrivalled 3PL service offering.
Communicate clearly: Ensure your team is on board and understands the vision behind the pivot. This was key for us and I am proud of how many of the team have stuck with us through the journey.

The central point
Pivots are increasingly becoming a part of the strategic toolkit for businesses aiming to stay relevant and meet new opportunities in today’s market landscape.
It is not a cure-all solution, but a well-executed pivot can redefine a company’s future, opening new pathways for growth and innovation. At fulfilmentcrowd, our transformation journey is a testament to the power of strategic pivoting, driven by customer needs, market insights and the relentless pursuit of doing things better.
Read more:
Embracing the pivot: a growing trend on the business landscape

According to the charity Autistica, only around 30% of working-age autistic people are in employment, and they face the largest pay gap of all disability groups.
CIPD research published in February 2024 found that one in five neurodivergent employees surveyed have experienced harassment or discrimination at work because of their neurodivergence.
Our article published in June 2023 considered the Buckland review and the barriers preventing autistic people from entering the workplace and remaining in employment. The Government published its response to the review on 28 February 2024, giving 19recommendations explored under five specific themes.
Recommendations
What initiatives can help raise awareness, reduce stigma, and capitalise on the productivity of autistic employees?
The review recommends highlighting the availability and sources of advice for employers and publicising the benefits of employing autistic people. It also recommends promoting the Autistica Neurodiversity Employers Index to help organisations measure themselves against best practice.
What more could be done to prepare autistic people effectively for beginning or returning to a career?
Recommendations include identifying and promoting cross-industry autism employment support groups, internships, and apprenticeships for autistic young people to gain work experience and skills. Working with autism charities to ensure autistic people know about the support that Access to Work can provide is also recommended.
How can employers adjust recruitment practices to meet the needs of autistic applicants?
The Equality Act 2010 provides that employers have a legal duty to make reasonable adjustments to the interview process for disabled applicants. However, many autistic people are unwilling to disclose their autism, especially those who have negative experiences from previous interviews.
The traditional model does not work well for autistic people who have far more negative experiences of interviews, group tasks and psychometric tests. Accordingly, recruitment practices should be modernised to include practical assignments completed before the interview. This will help autistic people to demonstrate their suitability for the role. Job descriptions should be shortened. They are often too long and off-putting for many autistic people.
How can employers support autistic people already in their workforce?
One of the biggest barriers to supporting autistic employees in the workplace is a lack of understanding of autism amongst employers.
The National Autistic Society found that 34% of employers thought an autistic person would be unlikely to fit into their team, and 28% said that autistic people would be unlikely to be a team player. As the review says:
“These are damaging stereotypes which can impact the ability of autistic people to find employment. It can make them less likely to disclose their diagnosis to either a prospective or current employer, and so not get access to crucial reasonable adjustments.”
The work environment is also important – hotdesking, bright lighting or high noise levels may contribute to sensory overload.
How can employers encourage and support autistic staff to develop and progress their careers?
The review identifies lack of confidence, poor self-advocacy and wrong assumptions about their career goals as some of the reasons why autistic employees could miss out on progression opportunities. In addition, there are few examples of autistic senior personnel who are prepared to be open about their condition. This lack of role models impacts autistic people’s confidence and aspirations.
The review recommends promoting employee resource support networks and using mentors to help autistic staff develop the skills they need to progress.
Interestingly, the review expressly states that the recommendations have been selected to be practically achievable in a short to medium timeframe. No new legislation is required, nor is large amounts of government funding. Rather, the intention is mainly to change employer behaviour. The aim is to significantly improve the autism employment rate over the next five years by reducing the barriers to recruiting, retaining and developing autistic employees.
Read more:
How can employers support autistic people in the workplace?

The closure of the Port of Baltimore following the catastrophic collapse of the Francis Scott Key Bridge has prompted concerns about significant disruptions to supply chains in the United States.
Transportation Secretary Pete Buttigieg warned of a “major and protracted impact” on supply chains due to the closure, although experts suggest the impact might be targeted to specific regions and industries.
The Francis Scott Key Bridge, a critical artery in Baltimore’s industrial hub, collapsed after being struck by a cargo ship, leading to at least six presumed deaths and a state of emergency declared by Maryland’s governor. The missing individuals were described as hard-working construction crew members from various Latin American countries.
The collapse of the bridge has cut off access to one of the busiest ports in the United States, with immediate consequences such as ships being trapped in the port. The Port of Baltimore, the ninth busiest port in the US and a major hub for vehicle shipments, handles a significant portion of the country’s imports and exports. General Motors (GM) and Ford have announced plans to reroute affected shipments, but the impact on trade and taxes is expected to be significant for every day the port remains inaccessible.
The closure of the port also has implications for the export of coal, as Baltimore is a major port for coal exports, particularly to India for electricity generation. While some coal shipments may be rerouted, logistical challenges may limit the capacity of other ports to absorb the diverted shipments.
The federal government, led by President Joe Biden, has pledged to fund the entire reconstruction of the bridge and provide relief efforts. Treasury Secretary Janet Yellen indicated that a federal supply task force was meeting to assess the closure’s impact, emphasizing the administration’s commitment to swiftly resume port operations.
Beyond the port’s operations, the broader community heavily relies on the bridge for day-to-day activities, with nearly 12 million vehicles crossing it annually. Distribution warehouses owned by companies like Amazon and FedEx are located at the port, raising concerns about potential disruptions to their operations.
Overall, the closure of the Port of Baltimore has raised significant economic concerns for both Baltimore and the state of Maryland, with experts highlighting the incomprehensible economic impact expected from the incident.
Read more:
US braces for supply chain disruption following Baltimore bridge collapse

Husband and wife, Ian and Louise Toal from Much Wenlock in Shropshire secured a £50,000 investment for a 35% share of their company from fashion retail entrepreneur and investor, Touker Suleyman on BBC One’s Dragons’ Den, for their award-winning range of smoothie drinks for dogs.
Furr Boost was the inspiration of Louise who, for over 20 years was a technical manager to the food industry. Louise’s Beagle, Phoebe at the age of 18 months became unwell with bladder problems which after investigations with her vet, were linked to the dog’s food.
Using her technical food background, Louise then started experimenting with protein shakes to help flush out Phoebe’s system and to provide her with the hydration that she needed when she was refusing to drink enough water particularly in the summer months. This led to the creation of the Furr Boost range of smoothie drinks.
During the episode, Louise explained that the drinks were unique on the market and that each of the recipes contains a real meat, fruit and vegetable, along with added oils and vitamins to support the dog’s wellbeing in areas such as digestion, skin and coat, anxiety, metabolism and immunity.
The drinks can be served straight from the carton, frozen as an icy treat and Louise demonstrated to the Dragons the most popular way to serve the drink by creating an Ultimutt Furr Boost Puppuccino .
The couple were seeking investment to expand their business into further major retail outlets including supermarkets, to export to more countries and to launch a range for cats.
Commenting on their time in the Dragon’s Den Louise said: “It was pretty nerve-wracking having to present our business to the Dragons and they certainly put us through our paces, but we were delighted with the outcome.”
Read more:
Dragons’ Den: Entrepreneurs secure investment for their pet smoothie drinks company

SMEs across the UK are bracing themselves for a challenging rest of 2024, according to the latest Prism Research SME Barometer.
The survey of over 500 SME leaders found that more than three-quarters believe ongoing fiscal instability and political turmoil have already hampered their firm’s performance throughout 2023.
The data has reignited fears of another recession on the horizon, with SMEs pursuing a cautious approach to hiring, investment and costs as fragile demand and inflationary pressures persist. Industry experts predict growth will continue to disappoint through 2024, with the annual GDP rate dropping to just 0.4% this year before inching up slightly to 0.6% in 2025.
“The UK economy remains one of the most sophisticated globally, but it’s difficult to see where further expansion will come from with high inflation, elevated interest rates, policy uncertainty, and barriers to EU trade all preventing many SMEs from making longer-term plans,” said David Bharier, Head of Research at the British Chambers of Commerce.
The BCC forecasts interest rates have likely reached their peak, but will hover at higher levels for longer, resulting in UK GDP being marooned at stagnant levels for the next three years. This prolonged period of weak growth comes on the back of an already gruelling few years for small businesses.
“Despite the mild pick-up in quarterly GDP recently, growth remains far below the post-financial crisis average of around 2%,” noted Louise Hellem, Chief Economist at the Confederation of British Industry.
“Given the sheer scale of headwinds the economy has battled, from the pandemic to the Ukraine war, businesses have shown remarkable fortitude. The anaemic expansion we’ve seen is certainly preferable to the predictions of recession made a year ago,” she added.
However, Hellem cautioned: “But that is no cause for celebration. Firms are gearing up for another arduous 12 months ahead, and we expect disappointing growth to persist throughout 2024. After the turmoil of the past few years, it’s clear the 2020s have yet to truly roar for UK plc.”
Roger Barker, Director of Policy at the Institute of Directors (IoD), agrees sentiment among business leaders remains downbeat. The IoD’s latest economic confidence index shows directors’ morale dropped again in December, falling to -28 from -21 the previous month.
“According to our members, confidence in the wider economy has been stuck in the doldrums since last summer. Although some aspects of the operating environment, like inflation, have improved recently, this isn’t feeding through into meaningful decision-making just yet,” Barker explained.
He continued: “Business leaders remain extremely cautious about the economic outlook over the next year, although they are more optimistic for their own firm’s prospects.”
In Barker’s view, the data makes a compelling case for an early interest rate cut to reinvigorate business confidence and spur investment. But with the Bank of England’s credibility damaged after underestimating the scale of inflation, a reduction when the Monetary Policy Committee meets in March is far from guaranteed.
After years of turmoil, UK small businesses are crying out for a period of stability to invest and expand. But with the economy still sputtering and the policy environment uncertain, the road ahead in 2024 threatens to be bumpy.
Read more:
SMEs Brace! Brace! for rest of 2024 amid weak growth and policy uncertainty