⚠️ 𝗠𝗬 𝗨𝗕𝗘𝗥 𝗗𝗥𝗜𝗩𝗘𝗥 𝗪𝗔𝗦 𝗪𝗢𝗥𝗞𝗜𝗡𝗚 𝗧𝗢 𝗘𝗦𝗖𝗔𝗣𝗘 𝗙𝗟𝗘𝗫𝗜𝗕𝗜𝗟𝗜𝗧𝗬.
(And yet most managers think giving time off is the answer.)
He was a single dad.
Ubering full-time.
He told me:
“I took up driving full time, because I needed to”
It stuck with me.
Because when leaders try to support people through hardship, they often offer what feels supportive to them.
Reduced hours.
Lighter loads.
“Take some time.”
But real support isn’t one-size-fits-all.
Sometimes the best thing you can offer isn’t space -it’s stability.
I worked with a company where an employee returned from sickness and her line manager halved her hours, thinking it was the right thing.
She never asked for that.
She wanted her normal routine back.
And instead, she felt micromanaged.
Like she couldn’t be trusted.
Here’s what I introduced:
↳ A practical framework for asking what support looks like, instead of assuming
↳ A manager guide with real examples of adjustments (including more structure, not less)
↳ Training on the difference between lawful, thoughtful, and patronising
↳ And a process for co-creating adjustments that meet needs on both sides
And the results?
✔️ 47% rise in satisfaction from returning employees
✔️ Managers finally knew how to lead with confidence, not caution
✔️ The business retained talent because it stopped playing guessing games
✔️ And people felt supported on their own terms
That Uber ride reminded me of something powerful:
Not everyone struggling needs space.
Some need consistency.
Some need more hours.
Some just need to be asked.
As your all-inclusive HR department for less than minimum wage, I don’t just protect the business.
I protect the relationship between employer and employee when it matters most.
Are your managers offering support,
or just projecting what they would want?
https://lnkd.in/eSXgRSX5
Founder of HR Habitat, award winner of "Best HR & Employment Law Consultancy, 2024" title. As featured in BBC Oline, BBC Asian Network Radio, Telegraph & more.
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