As 2025 draws to a close, many small and medium-sized businesses are taking a breath and reflecting. Not in a glossy, “annual report” way, but in a more honest, practical sense: What actually changed this year? What stretched us? And what have we learned about employing people in a small business environment? From an HR perspective, 2025 wasn’t defined by dramatic shocks. Instead, it was a year of adjustment. For many SMEs, it marked a shift away from firefighting and towards more deliberate, thoughtful people management. That, in itself, feels like progress. A year of realism One of the most noticeable changes in 2025 was a growing sense of realism on both sides of the employment relationship. After several years of disruption, expectations began to settle. Small employers became more confident in being clear about what they could and couldn’t offer. Employees, in turn, seemed more focused on stability, fairness and clarity than on chasing the next big trend. For SMEs, particularly those in rural and community-based sectors, this return to realism was welcome. It reminded many businesses that they don’t need to copy big corporate models to be good employers. They just need to be clear, consistent and human . Employment law: less panic, more preparation There was a lot of conversation in 2025 about upcoming employment law reform. For some SMEs, this created understandable anxiety, especially where there is no in-house HR function. But as the year progressed, many businesses began to take a more measured approach. Rather than waiting for change to be imposed, they started to review contracts, tidy up policies and think more carefully about how decisions are documented. The lesson from 2025 was that preparation doesn’t have to be complicated. Small, incremental improvements, clearer contracts, simpler policies, better records go a long way in reducing risk and increasing confidence. Flexibility found its own shape Flexible working continued to be important in 2025, but the conversation matured. For many SMEs, especially in care, hospitality, tourism and trades, hybrid working was never a realistic option. Instead, flexibility showed up in more practical ways: more predictable rotas, fairer allocation of hours, term-time arrangements, and honest conversations about availability and capacity. Where flexibility was handled openly and fairly, it strengthened trust rather than creating tension. 2025 reinforced that flexibility doesn’t have to mean “anything goes”. In small teams, it works best when it’s balanced, transparent and reviewed regularly. Retention mattered more than recruitment Recruitment remained challenging throughout 2025, particularly in rural areas. As the year went on, many SMEs quietly shifted their focus. Rather than constantly trying to attract new people, they put more energy into keeping the good people they already had. Better onboarding, regular check-ins, clearer expectations and more supportive management made a real difference. These weren’t big-budget initiatives but they were effective. The takeaway? In a tight labour market, retention is one of the most powerful tools small businesses have. Managers grew in confidence Another positive trend in 2025 was the growing confidence of line managers in small organisations. Many had been stretched thin in previous years, but with clearer guidance and support, they began to handle people issues earlier and more calmly. Difficult conversations didn’t disappear, but they became less daunting. Addressing issues sooner rather than letting them drift prevented many situations from escalating. Wellbeing became more practical The language around wellbeing softened in 2025. Instead of focusing on initiatives and perks, SMEs paid more attention to workload, boundaries and realistic expectations. For small businesses, this felt achievable. Protecting wellbeing wasn’t about doing more, it was about doing things more sensibly . But - what does this mean for 2026? As we look ahead to 2026, it is also worth acknowledging something openly: not every small business is heading into the new year feeling organised, confident and fully “on top” of HR. For many SMEs, particularly owner-managed and rural businesses, 2025 was about survival as much as progress. Time was tight. Energy was stretched. HR often sat alongside everything else: operations, finance, staffing, customers, compliance, and sometimes it simply had to take a back seat. Some businesses ended the year feeling steadier, with clearer structures and a bit more breathing space. Others are going into 2026 still muddling through, relying on goodwill, experience and crossed fingers rather than formal systems. And that’s more common than people admit. What matters is not where a business starts 2026, but whether it feels able to take small, realistic steps forward. For those who are already in a good place, 2026 offers the opportunity to build on solid foundations: refining processes, supporting managers, and strengthening retention. For those who feel overwhelmed, it doesn’t need to be about catching up on everything at once. Even small changes like updating a contract, clarifying a policy, having a better conversation can make a meaningful difference. One of the most important lessons from recent years is that good HR doesn’t require perfection or constant reform. It requires proportion, honesty and support. Businesses that allow themselves to be “good enough for now” , while remaining open to improvement, are often more resilient than those chasing an ideal standard they don’t have the capacity to sustain. 2026 doesn’t need to be about doing more. For many SMEs, it will be about doing a little less, but doing it more clearly, more consistently, and with greater confidence. And for those heading into the year with fingers crossed? You’re not alone. The fact that you care enough to reflect, question and seek clarity is already a strong starting point. A final word If 2026 feels like a year to pause, steady things and get clearer about how you manage people, you don’t have to do that alone. My work with small and medium-sized employers is about bringing calm, proportion and practical support; helping you make sense of HR without overcomplicating it or losing sight of the reality of running a business. That might mean reviewing contracts, simplifying policies, supporting managers with difficult conversations, or just having someone to talk things through before they become bigger issues. Sometimes a small amount of timely advice can prevent a lot of unnecessary stress. Most importantly, I want to wish all employers the very best for the year ahead. Running a small business and employing people is demanding, often thankless, and rarely straightforward. The effort you put in, often quietly and behind the scenes, does matter. And to my clients: thank you for your continued trust, openness and ongoing working relationships. It’s a privilege to work alongside businesses that care deeply about their people while juggling the realities of day-to-day operations. I look forward to continuing those conversations and partnerships into 2026.

The Employment Rights Bill has generated a huge amount of discussion, most of it centred on political positioning with a focus on large organisations with complex HR teams. But very little attention has been paid to what the Bill means in reality  for the employers who make up the vast majority of the UK economy: small businesses, micro-enterprises, family-run services, rural organisations, charities, voluntary clubs ... with limited infrastructure. These are employers without HR departments; without compliance officers; without vast administrative teams. They rely instead on owners, operational managers, and a patchwork of inherited policies and downloaded templates. And yet they will carry the same legal obligations as large firms but without the same capacity to adapt quickly. A Bill designed with big organisations in mind A common theme in employment legislation is that it assumes access to HR specialists, digital record-keeping, and the ability to absorb change. This simply isn’t the reality for rural SMEs. Many still operate with paper files, manual rotas, and evolving job descriptions that reflect the seasonal nature of work. The upcoming reforms on contracts, family-friendly rights, predictable working patterns, day-one entitlements,  and unfair dismissal changes, will require systems, understanding, and time. Without support, SMEs risk non-compliance - not because they’re unwilling, but because implementation requires resource. Top three areas likely to impact rural SMEs 1. Predictable working patterns requests This will particularly affect sectors like hospitality, domiciliary care, tourism, and agriculture. Rotas are often shaped by demand, weather, and seasonal patterns. The Bill adds a layer of administration and process that small employers must be prepared for. 2. Changes to dismissal and consultation practices Even businesses with fewer than 20 staff will need clearer processes and documentation. Many rural SMEs rely on informal handling of issues; this will no longer be sustainable. 3. Record-keeping expectations The Bill assumes that employment information is centralised and accurate. This will push SMEs to adopt basic HR systems - even if they have resisted in the past. So, is the Bill SME-ready? In its current form, not entirely. Because successful implementation requires: Clear, simple policies Better onboarding processes Consistent record-keeping Training for managers Access to HR advice when decisions are complex However, SMEs can  prepare effectively without being overwhelmed. A practical roadmap for small employers 1. Review your contracts and handbook Day-one entitlements, predictable working structures, and updated family rights all require amended documentation. When did you last review yours? 2. Create simple, accessible processes Flowcharts, checklists, and templates, rather than long policy text, are significantly easier for small teams to use correctly. How are your processes communicated? 3. Train line managers on the essentials Most issues arise not from the law itself but from how  conversations are handled. Do you trust your managers to deal with HR issues? 4. Invest in lightweight HR infrastructure This doesn’t need to be a big system. Even a small cloud-based platform for contracts, absence, and personnel files will improve compliance immediately. How do you store HR files? 5. Seek guidance early HR advisors add the most value when they help you build foundations, not when emergencies arise. Who do you go to for support? The opportunity for rural SMEs Although the Bill introduces complexity, it also provides a chance to strengthen your employment offer, improve retention, and level up workplace culture. For many rural employers, clarity and structure are exactly what will attract the next generation of staff. SMEs can absolutely adapt to the new requirements, they just need the right support and realistic, practical guidance. How Nia Marshall HR can help For rural SMEs, preparation doesn’t need to be overwhelming – but it does need to be realistic. Nia Marshall HR specialises in supporting small and medium-sized employers, family businesses, charities and community organisations across rural West Wales and beyond. The focus is practical, proportionate HR: reviewing and updating contracts and handbooks, translating new legal requirements into simple processes, and helping managers feel confident handling day-to-day people issues. With an understanding of seasonal work, variable hours and limited internal infrastructure, Nia Marshall HR works alongside business owners to proactively build compliant foundations that actually work in practice – long before problems arise.

Creating a compelling CV (Curriculum Vitae) is crucial in today's competitive job market. Your CV serves as your first impression to potential employers, showcasing your skills, experience, and qualifications. An effective CV can be the key to landing an interview and ultimately securing a job.  So how do you create a CV to make you stand out? # 1. Contact information Start your CV with your name, phone number, email address, and LinkedIn profile (if applicable). Ensure your email address is professional, ideally a combination of your first and last name. This section should be clear and easy to read, as it is crucial for potential employers to reach you. # 2. Professional Summary or Objective A brief professional summary or objective statement at the beginning of your CV can help set the tone. This section should summarise your career highlights, skills, and what you bring to the table. Keep it concise—two to three sentences that clearly reflect your career goals and value. # 3. Work Experience Your work experience is often the most critical part of your CV. List your previous positions in reverse chronological order, starting with your most recent job. For each role, include: - Job title - Company name - Location - Dates of employment (month and year) - Bullet points detailing your responsibilities, achievements, and skills Focus on key achievements to demonstrate your impact, such as successfully managing a project. # 4. Education Include your educational background, also in reverse chronological order. Mention the qualification obtained, institution name, location, and date obtained. You may also include relevant coursework, honours, or certifications if they are relevant to the job you’re applying for. # 5. Skills Highlight specific skills and knowledge that align with the job description. This can include technical skills (e.g. IT software knowledge), language skills with level of ability, and soft skills (e.g. communication, teamwork). Tailoring this section to match the requirements of the role you’re applying for can make your CV more appealing to employers. # 6. Certifications and Professional Development If you have additional certifications, licences, or training relevant to your area of expertise or the role you are applying for, include them in this section. This demonstrates your commitment to professional growth and can differentiate you from other candidates. # 7. Volunteer Experience If applicable, include any volunteer work or extracurricular activities that demonstrate your skills and interests. This can showcase your character and commitment to community service, as well as provide additional context for your skills and experiences. # 8. Professional Affiliations Membership to a professional organisation can enhance your credibility. List any relevant associations that you are a part of, as they can indicate your dedication to your field and provide networking opportunities. # 9. Formatting and presentation The presentation of your CV is just as important as its content. Use a clean, professional format with clear headings and bullet points for easy reading. Choose a readable font and keep the layout consistent. Ideally, your CV should be one to two pages long, depending on your experience level. # 10. Tailoring for each job application Finally, remember that one size does not fit all. Tailor your CV for each job application by aligning your experiences and skills with the specific requirements of the role. Use keywords from the job description to help your CV pass through Applicant Tracking Systems (ATS) that many companies use. How can Nia Marshall HR help you? An effective CV is your ticket to making a lasting first impression on potential employers. By including these essential elements and tailoring your CV to each application, you can significantly enhance your chances of landing interviews and advancing your career. Remember, your CV is a reflection of you—make it count! Nia has written many CVs and has vast experience of sifting through CVs - selecting candidates to progress through an application process.  Her support to perfect your CV will help you create an effective CV and help you stand out from the crowd. Interested?  If so, please get in touch to arrange a free no obligation consultation - Nia Marshall HR | Career Services

In today’s crazy-paced world we live in, all organisations - big or small, private or public, not for profit and voluntarily run - face numerous challenges when it comes to managing human resources. From navigating the complexity of every changing employment law to fostering a positive workplace culture, the demands on business owners can be overwhelming. This is where HR consultants come in. Engaging an HR consultant can provide a wealth of benefits for businesses of all sizes and across all sectors. Here are some key advantages: #1. Expertise and knowledge HR consultants bring a wealth of specialised knowledge and expertise. They are often well-versed in the latest HR trends, best practices, and legal requirements. Their experience allows them to identify issues and provide solutions that may not be apparent to internal teams. This expertise can help organisations avoid costly mistakes and ensure compliance with employment law; help organisations to be more efficient and get the best out of their workforce. # 2. Objective perspective An external HR consultant can provide an unbiased viewpoint on organisational and operational issues. They can assess your company’s HR practices without the influence of internal politics or biases. This objectivity can lead to more effective problem-solving and decision-making approach, helping to drive positive change within the organisation. # 3. Cost-effective solutions Employing a full-time HR professional can be expensive, especially for small to medium-sized businesses. HR consultants offer flexible engagement options, allowing business owners to pay for only the services they need. This can be a cost-effective way to access high-quality HR support without the overhead of a permanent employee. # 4. Tailored services Every organisation is unique, and HR consultants can tailor their services to meet specific needs. Whether it’s developing a comprehensive employee handbook, implementing a performance management system, or dealing with a grievance or disciplinary issue, consultants can create customised solutions that align with a organisation’s priorities. # 5. Change management support Organisations often go through transitions, whether due to growth, restructuring, or changes in leadership. HR consultants can assist with change management initiatives, helping to ensure a smooth transition for employees. They can provide guidance on communication strategies, legal considerations, and create systems to facilitate change and minimise disruption. # 6. Enhanced employee engagement Consultants can help organisations develop approaches and initiatives that enhance employee engagement and satisfaction. By assessing workplace culture and employee feedback, they can recommend strategies to improve morale, retention, and productivity. A more engaged workforce often leads to better business outcomes. # 7. Focus on core business activities By outsourcing HR functions to a consultant, organisations can free up internal resources and allow employees to focus on core business activities. This can lead to increased efficiency and productivity, as the internal team can concentrate on their primary roles without being bogged down by HR-related tasks. # 8. Access to tools and resources HR consultants often have access to a variety of tools and resources that can benefit your organisation. From HR software solutions to benchmarking data, they can provide valuable insights and tools that enhance HR operations and decision-making. How can Nia Marshall HR help you? Engaging Nia as your HR consultant can provide numerous benefits if you are looking to improve your HR practices and overall workplace environment. From expert guidance and tailored solutions to cost-effective regular support, the advantages are clear. For businesses aiming to navigate the complexities of human resources, partnering with Nia Marshall as your HR consultant will be a strategic investment in your future success. Interested?  If so, please get in touch to arrange a free no obligation consultation - https://www.niamarshallhr.co.uk/get-in-touch

The Government introduced the Employment Rights Bill  in Parliament yesterday, 10 October 2024, marking one of the most significant overhauls of workers' rights in decades. But what does this mean for you, as an employer? While the Bill outlines several major reforms, it's important to note that many proposals are still subject to consultation. This means that the specifics could change, depending on feedback. The consultation process is expected to begin in 2025, with most reforms not taking effect until 2026. For example, changes to unfair dismissal rules will take effect no sooner than Autumn 2026. A long lead-in and how you can prepare Though the Bill indicates significant changes, employers have time to prepare. The Parliamentary process is lengthy, with debates and potential amendments in both the House of Lords and Commons before the Bill receives Royal Assent. This lead-in period provides not only time to adjust but also an opportunity for you to engage in the consultation process. By participating, you can influence how these changes might be implemented in practice. So, what do the proposals mean for employers? The Employment Rights Bill is designed to implement key reforms aligned with the Government’s Plan to Make Work Pay , a core component of Labour's manifesto. The Bill’s main goal is to strengthen employment rights while supporting businesses and creating a fair, modernised employment framework. To help you understand the Bill in more detail I have set out the key proposals, and how they differ from current regulations, as well as what you can do to start preparing for these changes in this download . By staying informed and contributing to the consultation, you can stay ahead of the curve and help shape the future of employment law in a way that works for both businesses and employees.  I will provide further information about the consultation process as it develops. In the mean time, if you need any help to ensure that you are prepared for the changes ahead, please get in touch - https://www.niamarshallhr.co.uk/get-in-touch